Human Resource Management: Gaining a Competitive Advantage

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1 CHAPTER 1 Human Resource Management: Gaining a Competitive Advantage LO LEARNING OBJECTIVES After reading this chapter, you should be able to: LO 1-1 Discuss the roles and activities of a company s human resource management function. page 5 LO 1-2 Discuss the implications of the economy, the makeup of the labor force, and ethics for company sustainability. page 15 LO 1-3 Discuss how human resource management affects a company s balanced scorecard. page 28 LO 1-4 Discuss what companies should do to compete in the global marketplace. page 44 LO 1-5 Identify how new technology, such as social networking, is influencing human resource management. page 48 LO 1-6 Discuss human resource management practices that support high-performance work systems. page 50 LO 1-7 Provide a brief description of human resource management practices. page 56

2 E nter the W orld of B usiness Starbucks: HR Practices Help Focus on the Brew, Weather the Recession, and Prepare for Growth Starbucks, the Seattle-based coffee store mission is to inspire and nurture the human spirit: one person, one cup, and one neighborhood at a time. The company is well-known for its ethical sourcing of coffee from farmers all over the world, environmental stewardship (by 2015 all cups will be reusable or recyclable), and community involvement through volunteer work in neighborhoods where stores are located. Its stores are designed to be an inviting place for meeting friends and family, reading, working, or as a respite from the hectic pace of daily life. Customers can enjoy fresh-brewed coffee, hot and iced espresso beverages, blended coffee, smoothies, teas, complemented with pastries, sandwiches, salads, oatmeal, yogurt parfaits, and fruit cups. Starbucks had experienced incredible success until 2007 when competition and the recession began to cut into sales and profits. One of the reasons Starbucks struggled during the recession was because customers perceived its beverages as too pricey. The company responded by closing stores, launching a new marketing campaign, and retooling business practices to increase the efficiency in its stores. Currently, Starbucks has approximately 17,000 stores operating in the United States and in more than 50 countries around the world, including Canada, Bahrain, Sweden, Hong Kong, Singapore, and Brazil. Starbucks has adopted a new growth model that tries to get customers to purchase more coffee regardless of its form, venue, or name on the beans. The new growth model is exemplified by Starbucks new motto: Great Coffee Everywhere as well as its new logo that does not include the company name and the word coffee. Also, Starbucks is aggressively moving to sell coffee beyond its stores. Consistent with the growth model, since 2010 Starbucks has introduced new products and entered new markets. For example, Starbucks has introduced the Via instant coffee product, placed greater emphasis on selling Seattle Brand Coffee in fastfood chains, supermarkets, and coffee houses (it bought the brand in 2003), and signed deals with Courtesy Products a provider of in-room coffee service to hotels and Green Mountain Coffee Roasters to sell packs of Starbucks for use in single-cup coffee machines. Besides growing the business these actions have helped Starbucks respond to the challenge to its competitive position in the coffee market by the introduction of lower-priced, but tasty coffee by McDonald s, Dunkin Donuts, and other fast-food chains. Starbucks is also seeking growth of its new products and stores in global markets in which it already has stores, such as China, as well as new markets such as India. Starbucks believes its employees, called partners, are the key to the Starbucks experience. Starbucks wants its partners to have coffee knowledge, product expertise, and provide excellent customer service. At the same time it believes in treating its partners with dignity and respect. For example, to ensure that customers were delighted and coffee served high-quality standards, Starbucks went so far as to shut down operations of most of its stores in 2008 for a fullday training event. The training event, known as Perfect the Art of Espresso, was designed to help baristas deliver high-quality espresso. One activity consisted of pulling an espresso shot and then evaluating the process and the product (Was it the right color? Did it take too long or too short a time?). Staff discussions about how the training would benefit customers were held at each store. Partners were told to greet regular

3 4 CHAPTER 1 Human Resource Management: Gaining a Competitive Advantage customers by name and not to resteam milk that had been steamed once. Also, Starbucks wants its baristas to slow down and instead focus on making no more than two drinks at a time. This is in response to customer complaints that its beverages are inconsistently prepared from barista to barista and across stores. Starbucks believes the new procedure will lead to fresher, hotter drinks, and reduce the possibility of errors in making drinks and filling customer orders. To maximize the customer experience and increase the freshness of the coffee Starbucks is also asking baristas to grind beans for each batch of coffee as it is needed instead of grinding all of the day s beans first thing in the morning. Starbucks offers its partners comprehensive health benefits that exceed those provided by many other retailers. Although many partners work part-time they are still eligible for full-time benefits if they work 240 hours a quarter. One estimate is that less than 30 percent of part-time workers in the United States receive health care, paid sick leave, or eligibility for bonuses or stock options. Starbucks Total Pay package includes programs that embrace diversity as a way to conduct business. Starbucks provides all employees and their same-sex or opposite sex partners comprehensive health benefits that include medical, dental, and vision care, as well as tuition reimbursement, stock options and discounted stock purchase plan, vacations, and a 401 (k) retirement plan. Partners are also eligible for free coffee and tea products each week. The high importance placed on partners in Starbucks success is shown by the decision made by Starbucks CEO, Howard Schultz, who was asked by an institutional investor during the worst time for the company during the recent recession to consider cutting its workers health care benefits to save cost. Schultz advised him that he would not do so and that he should consider investing his money elsewhere! SOURCES: Based on D. Kesmodel, Starbucks Says Demand Perking Up, Wall Street Journal, November, 6, 2009, p. B5; K. Helliker and P. Ziobro, Starbucks Announces Its First Dividend, Wall Street Journal, March 25, 2010, pp. B1, B4; J. Jargon, Starbucks Signs Deal for Hotel Coffee Machines, Wall Street Journal, February 16, 2011, p. B2; J. Jargon, Starbucks in Pod Pact, Wall Street Journal, March 11, 2011, p. B4; Associated Press, Starbucks Gives Logo New Look, Columbus Dispatch, January 9, 2011, p. D6; L. Burkitt, Starbucks Menu Expands in China, Wall Street Journal, March 9, 2011, p. B7; P. Beckett, V. Agarwal, and J. Jargon, Starbucks Brews Coffee Plan for India, Wall Street Journal, January 14, 2011, p. B8; K. Helliker, Starbucks Targets Regular Joes, Wall Street Journal, May 12, 2010, p. B3; Our Starbucks Mission Statement from company information from ; J. Jargon, At Starbucks, Baristas Told No More than Two Drinks, Wall Street Journal, November 13, 2010, pp. B1, B2; U.S. Total Pay Your Special Blend from Working at Starbucks at ; M. Weinstein, Fresh Cup of Training, Training, May 2008, p. 10; J. Adamy, Schultz s Second Act Jolts Starbucks, Wall Street Journal, May 19, 2008, pp. A1, A11. Competitiveness A company s ability to maintain and gain market share in its industry. Introduction Starbucks illustrates the key role that human resource management (HRM) plays in determining the survival, effectiveness, and competitiveness of U.S. businesses. Competitiveness refers to a company s ability to maintain and gain market share in its industry. Starbucks human resource management practices are helping support the company s business strategy and provide services the customer values. The value of a product or service is determined by its quality and how closely the product fits customer needs. Competitiveness is related to company effectiveness, which is determined by whether the company satisfies the needs of stakeholders (groups affected by business practices). Important stakeholders include stockholders, who want a return on their investment; customers, who want a high-quality product or service; and employees, who desire interesting work and reasonable compensation for their services. The community, which wants the company to contribute to activities and projects and minimize pollution of the environment, is also an important stakeholder. Companies that do not meet stakeholders needs are unlikely to have a competitive advantage over other firms in their industry.

4 CHAPTER 1 Human Resource Management: Gaining a Competitive Advantage 5 figure 1.1 Human Resource Management Practices Strategic HRM Analysis and design of work HR planning Recruiting Selection Training and development Compensation Performance management Employee relations Company Performance Human resource management (HRM) refers to the policies, practices, and systems that influence employees behavior, attitudes, and performance. Many companies refer to HRM as involving people practices. Figure 1.1 emphasizes that there are several important HRM practices. The strategy underlying these practices needs to be considered to maximize their influence on company performance. As the figure shows, HRM practices include analyzing and designing work, determining human resource needs (HR planning), attracting potential employees (recruiting), choosing employees (selection), teaching employees how to perform their jobs and preparing them for the future (training and development), rewarding employees (compensation), evaluating their performance (performance management), and creating a positive work environment (employee relations). The HRM practices discussed in this chapter s opening highlighted how effective HRM practices support business goals and objectives. That is, effective HRM practices are strategic! Effective HRM has been shown to enhance company performance by contributing to employee and customer satisfaction, innovation, productivity, and development of a favorable reputation in the firm s community. 1 The potential role of HRM in company performance has only recently been recognized. We begin by discussing the roles and skills that a human resource management department and/or managers need for any company to be competitive. The second section of the chapter identifies the competitive challenges that U.S. companies currently face, which influence their ability to meet the needs of shareholders, customers, employees, and other stakeholders. We discuss how these competitive challenges are influencing HRM. The chapter concludes by highlighting the HRM practices covered in this book and the ways they help companies compete. Human Resource Management (HRM) Policies, practices, and systems that influence employees behavior, attitudes, and performance. What Responsibilities and Roles Do HR Departments Perform? Only recently have companies looked at HRM as a means to contribute to profitability, quality, and other business goals through enhancing and supporting business operations. LO 1-1 Discuss the roles and activities of a company s human resource management function.

5 6 CHAPTER 1 Human Resource Management: Gaining a Competitive Advantage table 1.1 Responsibilities of HR Departments Employment and recruiting Training and development Compensation Benefits Employee services Employee and community relations Personnel records Health and safety Strategic planning Interviewing, recruiting, testing, temporary labor coordination Orientation, performance management skills training, productivity enhancement Wage and salary administration, job descriptions, executive compensation, incentive pay, job evaluation Insurance, vacation leave administration, retirement plans, profit sharing, stock plans Employee assistance programs, relocation services, outplacement services Attitude surveys, labor relations, publications, labor law compliance, discipline Information systems, records Safety inspection, drug testing, health, wellness International human resources, forecasting, planning, mergers and acquisitions SOURCES: Based on Bureau of Labor Statistics, Occupational Outlook Handbook, edition. Washington, DC: Bureau of Labor Statistics, and SHRM-BNA Survey No. 66, Policy and Practice Forum: Human Resource Activities, Budgets, and Staffs, , Bulletin to Management, Bureau of National Affairs Policy and Practice Series, June 28, Washington, DC: Bureau of National Affairs. Table 1.1 shows the responsibilities of human resource departments. The average ratio of HR department staff to total number of employees has been 1.0 for every 93 employees served by the department. 2 The median HR department expenditure per employee was $1,409. Labor costs represent approximately 30% of company revenue. The HR department is solely responsible for outplacement, labor law compliance, record keeping, testing, unemployment compensation, and some aspects of benefits administration. The HR department is most likely to collaborate with other company functions on employment interviewing, performance management and discipline, and efforts to improve quality and productivity. Large companies are more likely than small ones to employ HR specialists, with benefits specialists being the most prevalent. Other common specializations include recruitment, compensation, and training and development. 3 Many different roles and responsibilities can be performed by the HR department depending on the size of the company, the characteristics of the workforce, the industry, and the value system of company management. The HR department may take full responsibility for human resource activities in some companies, whereas in others it may share the roles and responsibilities with managers of other departments such as finance, operations, or information technology. In some companies the HR department advises top-level management; in others the HR department may make decisions regarding staffing, training, and compensation after top managers have decided relevant business issues. One way to think about the roles and responsibilities of HR departments is to consider HR as a business within the company with three product lines. Figure 1.2 shows the three product lines of HR. The first product line, administrative services and transactions, is the traditional product that HR has historically provided. The newer HR products business partner services and the strategic partner role are the HR functions that are being challenged by top managers to deliver.

6 CHAPTER 1 Human Resource Management: Gaining a Competitive Advantage 7 figure 1.2 HR as a Business with Three Product Lines Administrative Services and Transactions: Compensation, hiring, and staffing Emphasis: Resource efficiency and service quality Business Partner Services: Developing effective HR systems and helping implement business plans, talent management Emphasis: Knowing the business and exercising influence problem solving, designing effective systems to ensure needed competencies Strategic Partner: Contributing to business strategy based on considerations of human capital, business capabilities, readiness, and developing HR practices as strategic differentiators Emphasis: Knowledge of HR and of the business, competition, the market, and business strategies SOURCE: Adapted from Figure 1, HR Product Lines, in E. E. Lawler, From Human Resource Management to Organizational Effectiveness, Human Resource Management 44 (2005), pp HR at SYSCO Corporation, the number one food service marketer and distributor in North America, is successfully delivering business partner services and serving as a strategic partner. 4 The senior vice president and chief administrative officer is responsible for ensuring that HR strategy is aligned with the business strategy. SYSCO tries to differentiate itself from competitors in the marketplace by providing value in its products and customer service to the customer. HR at SYSCO focuses on ensuring that five processes are in place. These processes stress a common understanding of the company s mission, values, and goals, establishment of clear expectations between employees and managers using the performance management process, operating within laws, ensuring that employees are inspired to come to work, and giving every employee the skills and technology needed to contribute to the company. HR, a strategic partner in all of the processes, works together with senior management to develop programs and guidelines to support the processes. It then markets them to line managers, who execute and customize the programs for their specific business. To determine if these processes are working three key dimensions are measured: employee satisfaction, number of employees the company uses per 100,000 cases it sells, and employee retention data for each function in the company. Top executives meet four times each year to review the metrics to see if they are consistent with operating expenses and pretax earnings. For example, since the late 1990s SYSCO has moved the retention rate for its 10,000 marketing associates from 70 to 82%, resulting in more than $70 million saved per year. Strategic Role of the HRM Function The amount of time that the HRM function devotes to administrative tasks is decreasing, and its roles as a strategic business partner, change agent, and employee advocate are increasing. 5 HR managers face two important challenges: shifting their focus from current operations to strategies for the future 6 and preparing non-hr managers to develop and implement human resource practices (recall the role of HR in Starbucks success from the chapter-opening story). To ensure that human resources contributes to the company s competitive advantage many HR departments are organized on

7 8 CHAPTER 1 Human Resource Management: Gaining a Competitive Advantage Shared service model A way to organize the HR function that includes centers of expertise, service centers, and business partners. Self-Service Giving employees online access to HR information. Outsourcing The practice of having another company provide services. the basis of a shared service model. The shared service model can help control costs and improve the business relevance and timeliness of HR practices. A shared service model is a way to organize the HR function that includes centers of expertise or excellence, service centers, and business partners. 7 Centers of expertise or excellence include HR specialists in areas such as staffing or training who provide their services companywide. Service centers are a central place for administrative and transactional tasks such as enrolling in training programs or changing benefits that employees and managers can access online. Business partners are HR staff members who work with business-unit managers on strategic issues such as creating new compensation plans or development programs for preparing high-level managers. We will discuss the shared service model is more detail in Chapter 16. The role of HRM in administration is decreasing as technology is used for many administrative purposes, such as managing employee records and allowing employees to get information about and enroll in training, benefits, and other programs. The availability of the Internet has decreased the HRM role in maintaining records and providing self-service to employees. 8 Self-service refers to giving employees online access to information about HR issues such as training, benefits, compensation, and contracts; enrolling online in programs and services; and completing online attitude surveys. For example, General Motors (GM) goal for its e-hr investment was to create an employee-friendly one-stop shop for employees to enroll in benefits, review their HR data, and get certificates for employee car discounts. 9 The portal, known as mysocrates, is the place employees go for information about GM. Managers use the system for performance reviews. HR uses it for communications of benefits, training programs, and other programs, which saves time as well as printing and distribution costs. Annual benefits enrollment used to take several days. Now it takes a few minutes. Many companies are also contracting with human resource service providers to conduct important but administrative human resource functions such as payroll processing as well as to provide expertise in strategically important practice areas such as recruiting. Outsourcing refers to the practice of having another company (a vendor, third party or consultant) provide services. The most commonly outsourced activities include those related to benefits administration (e.g., flexible spending accounts, health plan eligibility status), relocation, and payroll. The major reasons that company executives choose to outsource human resource practices include cost savings, increased ability to recruit and manage talent, improved HR service quality, and protection of the company from potential lawsuits by standardizing processes such as selection and recruitment. 10 ADP, Hewitt, IBM, and Accenture are examples of leading outsource providers. Consider the role of outsourcing in several different companies. 11 Olshen s Bottle Supply Company in Portland, Oregon, decided to outsource payroll after an internal audit found mistakes were made in payroll processing. The number of mistakes has decreased since payroll was outsourced. Invision Industries, a small business in Florida with 165 employees who make DVD players for automobiles, avoided the problems associated with administering extended health care benefits for 115 laid-off employees because of the economic stimulus legislation passed by Congress. Its payroll and benefits processor was able to interpret the new legislation and administer the unemployment benefits without errors. Goodyear Tire and Rubber Company reenergized its recruitment and hiring practices through outsourcing recruiting practices. The recruiting outsource provider worked with the company to understand its culture, history, and its employees recruitment experiences. The recruiting outsourcing service provider was able to help Goodyear streamline the recruiting process through providing hiring managers with online access to create new job requisitions, providing interview

8 CHAPTER 1 Human Resource Management: Gaining a Competitive Advantage 9 feedback, scheduling interviews, generating customized job offer letters, and gaining a real-time perspective on job candidates progress in the recruitment process. Goodyear recognized several benefits from outsourcing recruitment including improving the timeliness of job offers, diversity and quality of new hires, and reducing turnover. Traditionally, the HRM department (also known as Personnel or Employee Relations ) was primarily an administrative expert and employee advocate. The department took care of employee problems, made sure employees were paid correctly, administered labor contracts, and avoided legal problems. The HRM department ensured that employee-related issues did not interfere with the manufacturing or sales of products or services. Human resource management was primarily reactive; that is, human resource issues were a concern only if they directly affected the business. Although that still remains the case in many companies that have yet to recognize the competitive value of human resource management, other companies believe that HRM is important for business success and therefore have expanded the role of HRM as a change agent and strategic partner. Other roles such as practice development and strategic business partnering have increased. One of the most comprehensive studies ever conducted regarding HRM concluded that human resources is being transformed from a specialized, stand-alone function to a broad corporate competency in which human resources and line managers build partnerships to gain competitive advantage and achieve overall business goals. 12 HR managers are increasingly included on high-level committees that are shaping the strategic direction of the company. These managers report directly to the CEO, president, or board of directors and propose solutions to business problems. Consider the role of HR at McDonald s and VF Corporation. 13 At McDonald s HR is contributing to the company s global expansion. Today, two-thirds of McDonald s workforce is located outside the United States. Most of McDonald s product offerings such as hamburgers are available at locations around the world, but there are some local differences in the menu to accommodate local customs and tastes (for example, you can buy a beer with your hamburger in Munich, Germany!). Similarly McDonald s human resource practices are standardized throughout the company, based on a set of common values and skills sets or competencies. However, while maintaining brand consistency, HR practices are allowed to vary according to cultural norms. For example, a manager in Brazil might decide to invite the parents of a new employee to family orientation night so they can learn more about their son or daughter s job. McDonald s global expansion has changed the role of human resources in the company. To cope with the rapid changes in a global business environment, human resources at McDonald s has to work collaboratively with other business functions. HR plays a key role in the company s Global People Board which includes the heads of global information, technology, and marketing. The CEO of VF Corporation, a global clothing business including Nautica, Lee, and Wrangler brands, understands that he needs strong finances, winning brands, and talent to drive business growth. HR s role is to develop talent, focusing on the top management group of 1,500 people. The company conducts senior talent assessment reviews two times each year. These reviews include meeting with the company s operating committee, the vice president for human resources, business leaders, and the head of HR for each business unit. Top managers are each individually reviewed to discuss their strengths and weaknesses, how to improve them, and their possibilities for career advancement. This is critical for the company to prepare and have ready the necessary management talent necessary to meet two key growth drivers for the company: global expansion and aggressive acquisitions of other businesses. Also, the vice president for

9 10 CHAPTER 1 Human Resource Management: Gaining a Competitive Advantage human resources plays a key role in developing the time frame for expansion and preparing managers for international positions. In addition, the vice president for human resources plays an important role in helping understand the available talent in companies targeted for acquisition as well as taking steps to retain talented employees in the acquired company needed to support the brand. The vice president for human resources also is responsible for gathering information about changes in business expectations and growth projects from the vice presidents for human resources at the business unit level and communicating that information to the CEO. Table 1.2 provides several questions that managers can use to determine if HRM is playing a strategic role in the business. If these questions have not been considered, it is highly unlikely that (1) the company is prepared to deal with competitive challenges or (2) human resources are being used to help a company gain a competitive advantage. The bottom line for evaluating the relationship between human resource management and the business strategy is to consider this question: What is HR doing to ensure that the right people with the right skills are doing the right things in the jobs that are important for the execution of the business strategy? 14 We will discuss strategic human resource management in more detail in Chapter 2. Why have HRM roles changed? Managers see HRM as the most important lever for companies to gain a competitive advantage over both domestic and foreign competitors. We believe this is because HRM practices are directly related to companies success in meeting competitive challenges. These challenges and their implications for HRM are discussed later in the chapter. Evidence-Based HR Demonstrating that human resource practices have a positive influence on the company s bottom line or key stakeholders (employees, customers, community, shareholders). table 1.2 Questions to Ask: Are Human Resources Playing a Strategic Role in the Business? DEMONSTRATING THE STRATEGIC VALUE OF HR: HR ANALYTICS AND EVIDENCE-BASED HR For HR to contribute to business goals there is increasing recognition that it is necessary to use data to answer questions such as Which practices are effective? Which practices are cost effective? and to project the outcomes of changes in practices on employees attitudes, behavior, and company profits and costs. This helps show that time and money invested in HR programs are worthwhile and HR is as important to the business as finance, marketing, and accounting! Evidence-based HR refers to the demonstration that human resources practices have a positive influence on the company s bottom or key stakeholders (employees, customers, community, shareholders). 1. What is HR doing to provide value-added services to internal clients? 2. What can the HR department add to the bottom line? 3. How are you measuring the effectiveness of HR? 4. How can we reinvest in employees? 5. What HR strategy will we use to get the business from point A to point B? 6. What makes an employee want to stay at our company? 7. How are we going to invest in HR so that we have a better HR department than our competitors? 8. From an HR perspective, what should we be doing to improve our marketplace position? 9. What s the best change we can make to prepare for the future? SOURCES: Based on A. Halcrow, Survey Shows HR in Transition, Workforce, June 1988, p. 74; P. Wright, Human Resource Strategy: Adapting to the Age of Globalization (Alexandria, VA: Society for Human Resource Management Foundation, 2008).

10 CHAPTER 1 Human Resource Management: Gaining a Competitive Advantage 11 Evidence-based HR requires the use of HR or workforce analytics. HR or workforce analytics refers to the practice of using quantitative methods and scientific methods to analyze data from human resource databases, corporate financial statements, employee surveys, and other data sources to make evidence-based human resource decisions and show that HR practices influence the organization s bottom line including profits and costs. 15 For example, consider how HR at Superior Energy Services in New Orleans relied on workforce analytics to identify and reduce turnover. 16 The oil industry has an annual turnover rate of approximately 35%. At Superior Energy Services Inc., HR was able to quantify the lost revenue for each job type. This was important because the company s business model operates on billable hours turnover means lost revenue. HR identified that about half the employees who quit were skilled operators or supervisors. Using a statistical model for predicting the probability of turnover, HR was able to identify that training supervisors on one-to-one coaching skills would have the most significant impact on reducing turnover. Results showed that after training turnover dropped 8%, which translated into less lost revenue. Farmers Group Inc. in Los Angeles used data to better understand the relationship between call center employee personality traits and customer satisfaction. 17 They were able to show that employees with certain personality traits were less likely to have dropped calls and calls that require callbacks, indicators of customer dissatisfaction. As a result, Farmers changed its call center employee selection processes to try to hire more employees with the desirable personality traits. Throughout each chapter of the book we provide examples of companies use of workforce analytics to make evidence-based HR decisions or to evaluate practices. HR or Workforce Analytics The practice of using data from HR databases and other data sources to make evidencebased human resource decisions. The HRM Profession: Positions, Education, and Competencies There are many different types of jobs in the HRM profession. Table 1.3 shows various HRM positions and their salaries. A survey conducted by the Society of Human Resource Management to better understand what HR professionals do found that the primary activities of HR professionals are performing the HR generalist role (providing a wide range of HR services), with fewer involved in other activities such as the HR function at the executive level of the company, training and development, HR consulting, and administrative activities. 18 Projections suggest that overall employment in human resource related positions is expected to grow by 22% between 2008 and 2018, much faster than the occupational average. 19 POSITION SALARY Top HR executive $189,000 Employee benefits manager 95,700 HR manager 90,000 Compensation analyst 65,000 Professional and technical staff recruiter 64,400 Employee training specialist 59,000 HR generalist 59,300 table 1.3 Median Salaries for HRM Positions SOURCE: Based on J. Dooney and E. Esen, The Ups and Downs of HR Salaries, HR Magazine, December 2009, pp

11 12 CHAPTER 1 Human Resource Management: Gaining a Competitive Advantage Salaries for HR professionals vary according to position, level of experience, training, location, and firm size. As you can see from Table 1.3, some positions involve work in specialized areas of HRM like recruiting, training, or labor and industrial relations. HR generalists usually make between $50,000 and $80,000 depending on their experience and education level. HR generalists perform a wide range of activities including recruiting, selection, training, labor relations, and benefits administration. HR specialists work in one specific functional area such as training or compensation. Although HR generalists tend to be found in smaller companies, many mid- to largesize companies employ HR generalists at the plant or business levels and HR specialists at the corporate, product, or regional levels. Most HR professionals chose HR as a career because they found HR appealing as a career, they wanted to work with people, or they were asked by chance to perform HR tasks and responsibilities. 20 A college degree is held by the vast majority of HRM professionals, many of whom also have completed postgraduate work. Business typically is the field of study (human resources or industrial relations), although some HRM professionals have degrees in the social sciences (economics or psychology), the humanities, or law. Those who have completed graduate work have master s degrees in HR management, business management, industrial organizational psychology or a similar field. This is important because to be successful in HR, you need to speak the same language as the other business functions. You have to have credibility as a business leader, which means understanding business fundamentals such as how the company makes money and who the competition and customers are. This is necessary to build a business case for HR activities. Professional certification in HRM is less common than membership in professional associations. A well-rounded educational background will likely serve a person well in an HRM position. As one HR professional noted, One of the biggest misconceptions is that it is all warm and fuzzy communications with the workers. Or that it is creative and involved in making a more congenial atmosphere for people at work. Actually it is both of those some of the time, but most of the time it is a big mountain of paperwork which calls on a myriad of skills besides the people type. It is law, accounting, philosophy, and logic as well as psychology, spirituality, tolerance, and humility. 21 HR professionals need to have the six competencies shown in Figure 1.3. These are the most recent competencies identified by the Human Resource Competency Study, which has identified HR competencies for more than 15 years. The competencies are shown as a three-tier pyramid with the Credible Activist competency the most important for high performance as an HR professional and effective HR leader. Demonstrating these competencies can help HR professionals show managers that they are capable of helping the HR function create value, contribute to the business strategy, and shape the company culture. They also help the HR department effectively and efficiently provide the three HR products discussed earlier and shown in Figure 1.2. Although great emphasis is placed on the strategic role of HR, effective execution of the operational executor competency necessary administrative services filling open jobs, paying employees, benefits enrollment, keeping employee records, and completing legally required paperwork (such as W-2 forms and EEO reports) is still important! As we discuss later in the chapter, technological advances have made available e-hrm and human resource information systems, which make administration of services more efficient and effective and free up time for HR to focus on strategic issues. Successful HR professionals must be able to share information, build relationships, and influence persons both inside and outside the company, including managers, employees, community members, schools, customers, vendors, and suppliers.

12 CHAPTER 1 Human Resource Management: Gaining a Competitive Advantage 13 Relationships Credible Activist Deliver results with integrity Share information Build trusting relationships Influence others, provide candid observation, take appropriate risks Organizational Capabilities figure 1.3 Six Competencies for the HR Profession Business Ally Understand how the business makes money Understand language of business Talent Manager/ Organizational Designer Develop talent Design reward systems Shape the organization Strategic Architect Recognize business trends and their impact on the business Evidence-based HR Develop people strategies that contribute to the business strategy Systems & Processes Cultural and Change Steward Facilitates change Developing and valuing the culture Helping employees navigate the culture (find meaning in their work, manage work/life balance, encourage innovation) Operational Executor Implement workplace policies Advance HR technology Administer day-to-day work of managing people SOURCES: Based on R. Grossman, New Competencies for HR, HR Magazine (June 2007): pp ; D. Ulrich, W. Bruckbank, D. Johnson, K. Sandholtz, and J. Younger, HR Competencies: Mastery at the Intersection of People and Business (Alexandria, VA: Society for Human Resource Management 1 /RBL Group, 2008). Many top-level managers and HR professionals believe that the best way to develop competencies of the future effective professionals needed in HR is to train employees or put them into experiences that help them understand the business and HR s role in contributing to it. Consider how Google and Southwest Airlines are developing the right mix of HR skills and experience to best contribute to the business. 22 A t Google, approximately one-third of the HR team s employees have HR backgrounds and expertise in specialty skill areas such as employment law, compensation, and

13 14 CHAPTER 1 Human Resource Management: Gaining a Competitive Advantage benefits. Another one-third have little or no human resource experience and were recruited from consulting firms or within Google s engineering or sales functions. The final one-third is a workforce analytics group with employees who have doctorates in finance, statistics, and organizational psychology. Each group has its strengths. For example, HR staff who have limited HR experience are very skilled in problem solving and how the company works outside HR. To capitalize on the unique perspectives and skills that each group brings to working on human resource issues, the vice president of global people operations encourages interactions and knowledge sharing among the entire group of team members. Google develops human resources or key people operations staff through a year-long training program that includes HR specialist training, a business curriculum, and development of skills related to working with clients, communicating with senior executives, and solving business problems. The training is designed for HR employees with at least two years of experience and is taught by People Operations department employees. Google recruits top MBA program graduates, enticing them to consider HR because the opportunity to influence change in the company is greater than is common in other specialty areas and career advancement is faster. Southwest Airlines was concerned that its HR function had become too distant from the company s business units. To develop a stronger team of HR generalists and get them to be valued partners and consultants to operations, managers, and other internal customers, Southwest Airlines retrained and relocated HR specialists into the field. Southwest recognizes that to deal with the fast pace of change in the airline industry HR generalists need to have a continuous improvement philosophy, business savvy, and both interpersonal and strategic skills. The primary professional organization for HRM is the Society for Human Resource Management (SHRM). SHRM is the world s largest human resource management association with more than 210,000 professional and student members throughout the world. SHRM provides education and information services, conferences and seminars, government and media representation, and online services and publications (such as HR Magazine ). You can visit SHRM s website to see their services at Sustainability The ability of a company to survive in a dynamic competitive environment. Based on an approach to organizational decision making that considers company s ability to make a profit without sacrificing the resources of its employees, the community, or the environment. Competitive Challenges Influencing Human Resource Management Three competitive challenges that companies now face will increase the importance of human resource management practices: the challenge of sustainability, the global challenge, and the technology challenge. These challenges are shown in Figure 1.4. THE SUSTAINABILITY CHALLENGE Traditionally, sustainability has been viewed as one aspect of corporate social responsibility related to the impact of the business on the environment. 23 However, we take a broader view of sustainability. Sustainability refers to a company s ability to make a profit without sacrificing the resources of its employees, the community, or the environment. 24 Company success is based on how well the company meets the needs of its stakeholders. Stakeholders refers to shareholders, the community, customers, employees, and all of the other parties that have an interest in seeing that the company succeeds. Sustainability includes the ability to deal with economic and social changes, practice environmental responsibility, engage in responsible and ethical business

14 CHAPTER 1 Human Resource Management: Gaining a Competitive Advantage 15 Competing through Sustainability Provide a return to shareholders Provide high-quality products, services, and work experience for employees Increased value placed on intangible assets and human capital Social and environmental responsibility Adapt to changing characteristics and expectations of the labor force Legal and ethical issues Effectively use new work arrangements Competing through Globalization Expand into foreign markets Prepare employees to work in foreign locations Competing through Technology Change employees and managers work roles Create high-performance work systems through integrating technology and social systems Development of e-commerce and e-hrm Use of social networking tools Development of HR dashboards and use of HR analytics in problem solving figure 1.4 Competitive Challenges Influencing U.S. Companies U.S. Business Competitiveness practices, provide high-quality products and services, and put in place methods to determine if the company is meeting stakeholders needs. The economy has important implications for human resource management. Some key statistics about the economy and the workforce are shown in Table 1.4. These include the structure of the economy, the development and spread of social networking, and growth in professional and service occupations. Growth in these occupations means that skill demands for jobs have changed, with knowledge becoming more valuable. Not only have skill demands changed, but remaining competitive in a global economy requires demanding work hours and changes in traditional employment patterns. The creation of new jobs, aging employees leaving the workforce, slow population growth, and a lack of employees who have the skills needed to perform the high-demand jobs means that companies need to give more attention to HR practices that influence attracting and retaining employees. Economic Changes The recession experienced in the United States was one of the worst ever with the unemployment rate reaching over 10% in October The U.S. economy continues to struggle due to high unemployment, lack of consumer confidence, and the debt crisis. There are mixed signs that the job market is beginning to recover from the recession which according to economists began in late 2007 and ended in the summer of One encouraging sign was that in February 2011, the U.S. unemployment rate dropped below 9% for the first time since 2009, suggesting economic recovery. 27 Another positive economic sign is that the number of layoffs has returned close to the LO 1-2 Discuss the implications of the economy, the makeup of the labor force, and ethics for company sustainability. Stakeholders The various interest groups who have relationships with, and consequently, whose interests are tied to the organization (e.g., employees, suppliers, customers, shareholders, community).

15 16 CHAPTER 1 Human Resource Management: Gaining a Competitive Advantage table 1.4 Summary of Key Labor Statistics Influencing HRM Total employment will increase from million in 2008 to million by Professional specialty and service occupations will grow the fastest and add the most jobs from 2008 to More job openings are expected from the need to replace workers (34 million), more than twice as many as employment growth (15 million) in the economy. The 77 million baby boomers (born between 1946 and 1964) will begin to leave the workforce between 2008 and 2018 as they become eligible for retirement. The projected median age of the labor force by 2018 is 42, the highest ever recorded. The Hispanic labor force will increase rapidly (2.9% annually) composing 17.6% of the labor force in SOURCES: M. Toossi, Labor Force Projections to 2018; Older Workers Staying More Active, Monthly Labor Review, November 2009, pp ; K. Bartsch, The Employment Projections for , Monthly Labor Review, November 2009, pp. 3 10; R. Woods, Industry Outlook and Employment Projections to 2018, Monthly Labor Review, November 2009, pp ; T. Lacey and B. Wright, Occupational Employment Projections to 2018, Monthly Labor Review, November 2009, pp levels that existed before the recession. However, the labor force participation rate, which measures those who have jobs or are actively seeking work, was approximately 64% its lowest point since the mid-1980s. Estimates suggest that 4.4 million people have been out of work for over a year. Also, economic recovery has been thwarted by the debt crisis in the United States, Greece and other countries which has created turbulence in the world s financial markets. There are several implications of this economic period for human resource management. Despite the reduction in number of layoffs, hiring remains slow as many companies are finding ways to increase productivity and efficiency without having to add new employees. Also, companies are waiting for product and service demand to improve and if and when it does they will first call back laid-off employees and restore pay cuts and benefits such as paid holidays before hiring new employees. Sectors such as manufacturing are creating more jobs than they are eliminating for the first time in the last 10 years. Job growth in manufacturing is expected to continue as companies take advantage of government incentives and replace aging equipment. Although an estimated 14 million people are looking for jobs companies are finding it difficult to fill technical positions such as data, computer, and software engineers, finance and information consultants, and web developers. 28 For example, Gowalla, a Texas-based start-up company that specializes in location-based social networking had to outsource the development of one of its applications because it could not hire enough computer engineers. Many HR departments are helping companies recover from the recession and preparing them to be well-positioned as business conditions improve. For example, Capital One asks its managers to determine current workloads and staffing needs. 29 HR projects changes in the workforce based on this information. This has allowed Capital One to forecast labor needs with more precision, helping the company avoid hiring new employees only to potentially have to lay them off. During the recession, Philips Electronics cut its training budget but continued to offer its Inspire program for high-potential employees, emphasizing business strategy and personal leadership topics. 30 Philips believes that investing in leadership development will better position the company to retain top talent and meet demands for managerial talent as business grows and the economy recovers.

16 CHAPTER 1 Human Resource Management: Gaining a Competitive Advantage 17 Also, companies are under pressure to increase employee productivity to alleviate higher costs such as health care. 31 To control costs and increase the effectiveness of the U.S. health care system, President Obama signed the Patient Protection and Affordable Care Act. However, many provisions of this act are not yet in effect. Companies are uncertain as to the implications of the act for their health care costs, and the basic premises underlying the act are being challenged in court. As a result, companies continue to look for ways to cut costs, including reducing employee and retiree health care benefits and pension contributions, increasing the employee contribution to pay for these benefits, and even hiring and firing employees based on their smoking habits! For example, Scott s Miracle-Gro Company, the lawn care company, banned smoking and encourages employees to complete a health-risk assessment designed to identify employees who are at risk for heart, cancer, and other diseases. 32 Employees at risk are assigned a health coach, who draws up an action plan that may include recommendations such as exercise or change of diet. Employees who refuse the health assessment pay $40 per month more in health care premiums; at-risk employees who refuse to work with a health coach pay an additional $67 per month. We discuss what companies are doing to offset health care and pension costs in Chapter 13, Employee Benefits. HR programs and the HR function are under pressure to relate to the business strategy and show a return on investment. Customer focus needs to be included in all HRM practices. New technology means that administrative and transactional HR activities will be delivered via technology, creating less need for HR professionals to provide these activities. The aging workforce combined with reduced immigration because of security concerns may lead employers to focus more on retraining employees or encouraging older, skilled workers to delay retirement or work part-time. 33 U.S. employment is expected to increase from million in 2008 to million in 2018 adding 15.3 million jobs. Two service-providing sectors of the U.S. economy, professional and business services and health care and social assistant services are expected to generate more than half the increase in total employment from 2008 to As a result, most growth is projected for professional and service occupations. Service occupations are expected to increase 13.8 million, rising to 33.6 million jobs by Professional and related occupations are expected to grow 16.8 percent, resulting in 36.3 million jobs in Employment in production, farming, fishing, and forestry occupations is expected to decline. For example, employment in production occupations is expected to decline by approximately 349,000 jobs or 3.5%, between 2008 and Many of these job losses will occur in metal and plastic workers, and textile, apparel, and furnishing occupations. This is occurring for several reasons. First, these occupations are found in businesses producing products with thin profit margins that U.S. companies are abandoning to other nations with lower labor costs. Second, overall employment in manufacturing is also projected to decline between 2008 and Although the United States is the top manufacturing country in the world it is also the most productive and efficient. This means that fewer workers are needed. Keep in mind that there are likely some exceptions to these projected trends. Companies that require specialized labor to make industrial lathes, computer chips, and health care products requiring specialized skills, plan to expand and locate near towns and cities that have such an available workforce. 37 For example, Greatbatch Inc., which makes medical products, is expanding near Fort Wayne, Indiana, to take advantage of the local workforce s specialized skills. Table 1.5 shows 10 of the 30 fastest growing occupations between 2008 and Of the 30 fastest growing occupations, 17 are in professional and related occupations, 7 include health care practitioners and technical occupations (such as physicians

17 18 CHAPTER 1 Human Resource Management: Gaining a Competitive Advantage table 1.5 Examples of the Fastest Growing Occupations OCCUPATION EMPLOYMENT CHANGE NUMBER (IN THOUSANDS) PERCENT MOST SIGNIFICANT EDUCATION OR TRAINING Biomedical engineers Bachelor s degree Network systems and data Bachelor s degree communication analysts Home health care aides Short-term on-the-job training Personal and home health care aides Short-term on-the-job training Financial examiners Bachelor s degree Medical scientists, except Doctoral degree epidemiologists Physicians assistants Master s degree Skin care specialists Postsecondary vocational Biochemists and 9 37 Doctoral degree biophysicists Athletic trainers 6 37 Bachelor s degree SOURCE: Based on T. Lacey and B. Wright, Occupational Employment Projections to 2018, Monthly Labor Review, November 2009, pp assistants and biomedical engineers), 10 are service occupations (such as fitness trainers, aerobics instructors, and occupational therapists), and 3 are management occupations (business and financial occupations such as financial advisers and examiners). Many of the growing occupations are related to health care. This is because as the U.S. population ages, more inpatient and outpatient medical-related services are necessary. Also, technicians and assistants are providing many types of basic medical care allowing more highly paid physicians, surgeons, and pharmacists to focus on more complex patient needs and treatments. Over two-thirds of the 30 fastest growing occupations require education beyond high school and slightly less than half require at least a Bachelor s degree or higher as their most significant source of education and training. This is not surprising because occupations that involve a postsecondary award or degree will see faster employment growth than occupations requiring onthe-job training. Almost 51 million job openings are expected to occur between 2008 and 2018, half in jobs with high turnover that require on-the-job training such as cashiers and customer service representatives. Farmers and ranchers, sewing machine operators, order clerks, and postal service mail sorters and processors are expected to have the largest declines in the number of jobs between 2008 and The future U.S. labor market will be both a knowledge economy and a service economy. 38 There will be many high-education professional and managerial jobs and loweducation service jobs. High-tech manufacturing jobs will require specialized skills such as blue print reading, repair, troubleshooting, operations of computerized machines, and

18 CHAPTER 1 Human Resource Management: Gaining a Competitive Advantage 19 figure 1.5 The Top High-Need Skills 100 % Reporting High Need Creativity Ethics Professionalism Lifelong Learning Critical Thinking Written Communications Learn to Work with Diverse Peers Oral Communications Teamwork Technology Application Leadership Skills SOURCE: Data from J. Casner-Lotto, E. Rosenblum and M. Wright, The Ill-Prepared US Workforce, Conference Board. understanding how to improve quality and productivity on the factory floor. Boundaries between knowledge and service work are blurring, creating technoservice occupations that combine service technology and software application. Software application engineers, technical support, engineering, and scientific consulting jobs work directly with customers, and customers influence the product design process. Figure 1.5 shows the top high-need applied skills for employers. However, new entrants to the workplace lack these and other skills needed for companies to compete in the global economy. Several studies illustrate the skill deficit companies are experiencing. 39 A study by the Business Roundtable found that 62% of employers report they are having difficulty finding qualified job applicants to fill job openings. More than half indicated that at least 16% of their workforce has skills gaps that adversely affect productivity. Similarly a study by a consortium of Society for Human Resource Management, American Society for Training and Development, The Conference Board, and Corporate Voices for Working Families found that regardless of their education level only half the companies surveyed rated new employees as adequately prepared for work. Companies greatest basic skills needs were in reading, writing, and math.

19 20 CHAPTER 1 Human Resource Management: Gaining a Competitive Advantage Also, business leaders such as Bill Gates have expressed their concern at the comparatively low numbers of U.S. students in the science and engineering fields. China graduates about four times the number of engineers as the United States, although they are not all trained at the same level as U.S. engineers. 40 Japan graduates twice as many engineers and South Korea graduates nearly as many engineers as the United States. This has resulted in a shortage of engineering and other technical professionals. Companies are involved in training current employees as well as establishing partnerships with schools to help improve the skills of the current and future U.S. workforce. For example, at Whirlpool, building a dishwasher requires that the sheet of steel used on the sides of the machine be the correct width. 41 Employees must be able to ensure that the steel meets specifications by calibrating equipment, which requires algebra-level math knowledge. Whirpool is finding that employees lack the math problem-solving skills needed to perform the job. As a result, Whirpool has developed training programs to improve workforce skills. About 25 percent of the programs focus on remedial skills. IBM, Hewlett-Packard, and Advanced Micro Devices are making efforts to increase the skills of the workforce by investing in local secondary schools. 42 IBM s Transition to Teaching program allows employees to take leaves of absences to student teach for three months. Eligible employees must meet certain requirements such as 10 years of service with IBM; a bachelor s degree in math or science, or a higher degree in a related field; and some experience teaching, tutoring, or volunteering in schools. IBM hopes that many of its experienced employees with math and engineering backgrounds will take advantage of the program, providing high-quality math and science teachers for public schools. Intangible Assets A type of company asset including human capital, customer capital, social capital, and intellectual capital. Increased Value Placed on Intangible Assets and Human Capital. Today more and more companies are interested in using intangible assets and human capital as a way to gain an advantage over competitors. A company s value includes three types of assets that are critical for the company to provide goods and services: financial assets (cash and securities), physical assets (property, plant, equipment), and intangible assets. Table 1.6 provides examples of intangible assets. Intangible assets include human capital, customer capital, social capital, and intellectual capital. Intangible assets are equally or even more valuable than financial and physical assets but they are difficult to duplicate or imitate. 43 By one estimate, up to 75 percent of the source of value in a company is in intangible assets. 44 Intangible assets have been shown to be responsible for a company s competitive advantage. Human resource management practices such as training, selection, performance management, and compensation have a direct influence on human and social capital through influencing customer service, work-related know-how and competence, and work relationships. Consider the effort that Macy s is undertaking to develop human capital, social capital, and customer capital. 45 Almost half of Macy s department store customer complaints are focused on interactions with sales associates. To cut costs to survive during the recession Macy s closed stores and invested in technology to improve efficiency which diverted attention away from customer service. But now Macy s is making a considerable investment in training its sales associates to provide better customer service and to help the company meet sales growth targets. The new training program requires new sales associates to attend a threehour training session and includes refresher courses and coaching from managers when they are working on the sales floor. The Magic Selling Program (Magic stands for meet and make a connection, ask questions and listen, give options and advice, inspire to buy, and celebrate the purchase) is designed to help sales associates make more personal connections with shoppers. Positive interactions with sales associates

20 CHAPTER 1 Human Resource Management: Gaining a Competitive Advantage 21 Human capital Tacit knowledge Education Work-related know-how Work-related competence Customer capital Customer relationships Brands Customer loyalty Distribution channels Social capital Corporate culture Management philosophy Management practices Informal networking systems Coaching/mentoring relationships Intellectual capital Patents Copyrights Trade secrets Intellectual property table 1.6 Examples of Intangible Assets SOURCES: Based on L. Weatherly, Human Capital: The Elusive Asset (Alexandria, VA: 2003 SHRM Research Quarterly ); E. Holton and S. Naquin, New Metrics for Employee Development, Performance Improvement Quarterly 17 ( 2004 ), pp ; M. Huselid, B. Becker, and R. Beatty, The Workforce Scorecard (Boston: Harvard University Press, 2005 ). contribute to the number of items that a customer purchases and can help enhance Macy s service reputation as customers share experiences on social network sites such as Twitter and Facebook. Intangible assets have been shown to be related to a company s bottom line. A study by the American Society for Training and Development of more than 500 publicly traded U.S-based companies found that companies that invested the most in training and development had a shareholder return 86% higher than companies in the bottom half and 46% higher than the market average. 46 One way companies try to increase intangible assets is through attracting, developing, and retaining knowledge workers. Knowledge workers are employees who contribute to the company not through manual labor, but through what they know about customers or a specialized body of knowledge. Employees cannot simply be ordered to perform tasks; they must share knowledge and collaborate on solutions. Knowledge workers contribute specialized knowledge that their managers may not have, such as information about customers. Managers depend on them to share information. Knowledge workers have many job opportunities. If they choose, they can leave a company and take their knowledge to a competitor. Knowledge workers are in demand because companies need their skills and jobs requiring them are growing (see Table 1.5 ). To completely benefit from employees knowledge requires a management style that focuses on developing and empowering employees. Empowering means giving employees responsibility and authority to make decisions regarding all aspects of product development or customer service. 47 Employees are then held accountable for products and services; in return, they share the rewards and losses of the results. For empowerment to be successful, managers must be trained to link employees to Knowledge Workers Employees who own the intellectual means of producing a product or service. Empowering Giving employees responsibility and authority to make decisions.

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