企业专业人员服务成绩考核表83.ppt

CHAPTER 2:CHALLENGES IN STAFFING HUMAN RESOURCE MANAGEMENTCopyright © 2005 South-Western. All rights reserved. Major Factors Affecting HRMStrategicHRMTechnologicalTechnologicalAdvancementAdvancementDemographicsDemographicsand Diversityand DiversityGlobalizationGlobalization2Exhibit 2-1Exhibit 2-1Issues for Integrating New Technologies3Exhibit 2-2Exhibit 2-2Impact of Technology on Organizations4Technology Challenges for HRM•Telecommuting•Employee surveillance & monitoring•e-HR•Ethical behavior5Telecommuting•Dramatic growth in Dramatic growth in number of Americans number of Americans working from homeworking from home– –3.4 million in 19903.4 million in 1990– –19.6 million by 19.6 million by beginning of 2000beginning of 2000• •Issues affecting success of Issues affecting success of telecommuting programstelecommuting programs– –Clear performance Clear performance measurement system is measurement system is keykey– –Deciding which Deciding which employees will be employees will be offered participationoffered participation– –Equipment expenseEquipment expense– –Some managers Some managers uncomfortable having uncomfortable having direct reports away direct reports away from officefrom office6Employee Surveillance and Monitoring•More than 80% of large employers utilize More than 80% of large employers utilize monitoring technologymonitoring technology– –Internet usageInternet usage– –E-mailsE-mails– –Computer filesComputer files– –Voice-mailVoice-mail– –Telephone usageTelephone usage•Under Electronic Communications Privacy Act Under Electronic Communications Privacy Act (ECPA) employees have only limited privacy (ECPA) employees have only limited privacy rightsrights7E-HR•Opportunity to deliver transactional types of services online–PayrollPayroll–Employee benefitsEmployee benefits–SchedulingScheduling–RecruitingRecruiting–TrainingTraining–Career developmentCareer development8Ethical Behavior•Majority of jobs are Majority of jobs are considered to be “at-considered to be “at-willwill〞〞•Movement toward Movement toward greater protection for greater protection for employees in regard to employees in regard to off-duty behavioroff-duty behavior•Ownership of workOwnership of work•Fairness of Fairness of noncompete clausesnoncompete clauses•Sarbanes-Oxley Act of Sarbanes-Oxley Act of 20022002•Eliminates deception Eliminates deception in accounting & in accounting & management practices management practices by increasing by increasing government oversightgovernment oversight•Holds senior Holds senior executives more executives more directly responsible for directly responsible for violationsviolations•Protects “whistle-Protects “whistle-blowersblowers〞〞9Workforce Demographic Changes: Workforce Demographic Changes: “Graying“Graying〞〞 of Workforce of Workforce•Negative aspects of Negative aspects of older workersolder workers– –Perceived resistance Perceived resistance to change by older to change by older workers.workers.– –Increased health-Increased health-care costs for senior care costs for senior workersworkers– –Blocking Blocking advancement advancement opportunities for opportunities for younger workersyounger workers– –Higher wage & Higher wage & salary costs for salary costs for senior workerssenior workers•Positive aspects of Positive aspects of older workersolder workers– –As productive or As productive or more productive than more productive than younger workersyounger workers– –Have more Have more organizational loyalty organizational loyalty than younger than younger workersworkers– –Possess broader Possess broader industry knowledge industry knowledge & professional & professional networksnetworks10Workforce Demographic Changes•Baby Boomers (1945–1962)•In excess supply in middle management ranks•HR challenge is to manage “plateaued〞 workers•Baby Busters (1963–mid-1970s)•Are career bottlenecked by Boomers•Who have skills in high demand are doing & will do well11Workforce Demographic Changes•Generation “XGeneration “X〞〞ers (late 1970s–early 1980s)ers (late 1970s–early 1980s)•Have life-long exposure to technology & constant Have life-long exposure to technology & constant changechange•Seek self-control, independence, personal growth, Seek self-control, independence, personal growth, creativitycreativity•Not focused on job security or long-term Not focused on job security or long-term employmentemployment•Generation “YGeneration “Y〞〞: “Baby Boom Echo: “Baby Boom Echo〞〞 (after (after 1979)1979)•High comfort level with technologyHigh comfort level with technology•Global & tolerant outlook on lifeGlobal & tolerant outlook on life•Highly entrepreneurialHighly entrepreneurial•Shorter attention spanShorter attention span•Opting for more transient & variable project workOpting for more transient & variable project work12Workforce Demographic Changes•Sexual orientationSexual orientation– –More than 200 Fortune 500 employers offer full More than 200 Fortune 500 employers offer full benefits for domestic partnersbenefits for domestic partners– –Sexual orientation issues can impact bottom lineSexual orientation issues can impact bottom line•DisabilitiesDisabilities– –54 million Americans with disabilities54 million Americans with disabilities– –Often not included in diversity initiativesOften not included in diversity initiatives– –Many supervisors do not understand needs of Many supervisors do not understand needs of employees with disabilitiesemployees with disabilities– –StereotypesStereotypes13New Employee/Workplace Dynamics•Emphasis on management of professionals–Establishment of separate career tracksEstablishment of separate career tracks• •Technical/Professional, Managerial /AdministrativeTechnical/Professional, Managerial /Administrative–Use of project teamsUse of project teams•Less employee loyalty, more loyal to self–Staying with employers for shorter periods; Staying with employers for shorter periods; demanding more meaningful work & demanding more meaningful work & involvement in organizational decisionsinvolvement in organizational decisions14New Employee/Workplace Dynamics•Increased personal & family dynamic effects–More single-parent families, dual-career More single-parent families, dual-career couples, & domestic partnerscouples, & domestic partners•Increased nontraditional work relationships–Part-time, consulting, & temporary Part-time, consulting, & temporary employment flexibilityemployment flexibility–Outsourcing & entrepreneurial Outsourcing & entrepreneurial opportunitiesopportunities15Ethnicity•By 2050By 2050– –Close to 50% of Close to 50% of US population US population will be non-will be non-CaucasianCaucasian•By 2005By 2005– –Ethnic minority Ethnic minority share of share of workforce will be workforce will be 28%28%– –Up from 22% in Up from 22% in 1990 & 18% in 1990 & 18% in 19801980•By 2025By 2025– –African-Americans will African-Americans will represent 14% of represent 14% of populationpopulation– –Up from 12% in 1994Up from 12% in 1994– –Hispanics will represent Hispanics will represent 17% of population17% of population– –Up from 10% in 1994Up from 10% in 1994– –Asians & Pacific Asians & Pacific Islanders will represent Islanders will represent 8% of population8% of population– –More than double from More than double from 1994199416Managing Workplace Diversity• •Understanding & Understanding & appreciating diversityappreciating diversity– –Critical to effectively Critical to effectively marketing to ethnic & marketing to ethnic & minority groupsminority groups– –Promoted by having Promoted by having diverse workforce at all diverse workforce at all levelslevels– –Helps ensure hiring & Helps ensure hiring & promotion decisions are promotion decisions are unbiased by person unbiased by person differencesdifferences• •Diversity management Diversity management programs or initiativesprograms or initiatives– –Must be integrated with Must be integrated with organization’s mission & organization’s mission & objectivesobjectives– –Help key decision Help key decision makers identify makers identify diversity’s benefits to diversity’s benefits to organizationorganization– –Make critical decisions Make critical decisions about implementing about implementing optimal program/initiative optimal program/initiative contingent on contingent on organization & its people, organization & its people, mission & culture.mission & culture.17Exhibit 2-6Exhibit 2-6Individual Dimensions of Diversity18Strategic Management of Diversity• •Determine why diversity is important Determine why diversity is important • •Articulate how diversity relates to mission & strategic Articulate how diversity relates to mission & strategic objectivesobjectives• •Define diversity & determine how inclusive its efforts will Define diversity & determine how inclusive its efforts will bebe• •Make a decision as to whether special efforts should be Make a decision as to whether special efforts should be extended to attract diverse workforceextended to attract diverse workforce• •Assess how existing employees, customers, & other Assess how existing employees, customers, & other constituencies feel about diversityconstituencies feel about diversity• •Determine specific types of diversity initiatives that will be Determine specific types of diversity initiatives that will be undertakenundertaken19Reading 2.1Reading 2.1Five Challenges to Virtual Team Success•Virtual teams:Virtual teams:– –Groups of people who work interdependently with Groups of people who work interdependently with shared purpose across space, time, & shared purpose across space, time, & organization boundaries using technology to organization boundaries using technology to communicate & collaboratecommunicate & collaborate•Types of virtual teamsTypes of virtual teams– –Global virtual teamsGlobal virtual teams– –Teams assigned to accomplish specific projectsTeams assigned to accomplish specific projects– –Cross-functional teamsCross-functional teams•Challenge: Recognize obstacles confronting teams Challenge: Recognize obstacles confronting teams that are both cross-functional & virtualthat are both cross-functional & virtual20Reading 2.1Reading 2.1Five Challenges to Virtual Team Success•Building trust within virtual teamsBuilding trust within virtual teams•Maximizing process gains & minimizing process Maximizing process gains & minimizing process losses on virtual teamslosses on virtual teams•Overcoming feelings of isolation & detachment Overcoming feelings of isolation & detachment associated with virtual teamworkassociated with virtual teamwork•Balancing technical & interpersonal skills among Balancing technical & interpersonal skills among virtual team membersvirtual team members•Assessment & recognition of virtual team Assessment & recognition of virtual team performanceperformance21Reading 2.2Reading 2.2Impact of the Sarbanes-Oxley Act•New whistleblower protections–No public company may discriminate No public company may discriminate against employee because of any lawful against employee because of any lawful actact–Retaliation against employee because of Retaliation against employee because of any lawful act done to assist a proceeding any lawful act done to assist a proceeding relating to alleged violation is prohibitedrelating to alleged violation is prohibited–If DOL determines that violation has If DOL determines that violation has occurred, employer may be ordered to occurred, employer may be ordered to reinstate employee & provide reinstate employee & provide compensatory damagescompensatory damages22Reading 2.2Reading 2.2Impact of the Sarbanes-Oxley Act•The Act dramatically affects officer compensation The Act dramatically affects officer compensation programs programs – –Executive bonuses subject to forfeiture under ActExecutive bonuses subject to forfeiture under Act– –Personal loans to executives are regulated by ActPersonal loans to executives are regulated by Act– –SEC can remove or temporarily freeze payments SEC can remove or temporarily freeze payments to executives & directorsto executives & directors– –Public accounting firms are precluded from Public accounting firms are precluded from auditing company if highly placed executive was auditing company if highly placed executive was employed by auditing firm & participated in employed by auditing firm & participated in company’s prior year’s auditcompany’s prior year’s audit– –Attorneys have new rules of professional Attorneys have new rules of professional responsibilityresponsibility23Reading 2.2Reading 2.2Impact of the Sarbanes-Oxley Act•The Act requires new employment policies & The Act requires new employment policies & procedures procedures – –Procedures for receiving & handling complaints of Procedures for receiving & handling complaints of corporate fraud have to be establishedcorporate fraud have to be established– –Compensation program bonus policies & stock Compensation program bonus policies & stock option plans have to take account of new forfeiture option plans have to take account of new forfeiture provisionsprovisions– –Hiring & recruitment strategies & background Hiring & recruitment strategies & background checks will have to be revamped to avoid hiring checks will have to be revamped to avoid hiring executives whose employment is precluded by the executives whose employment is precluded by the ActAct– –Training required to properly implement all Act’s Training required to properly implement all Act’s mandatesmandates24Reading 2.3Reading 2.3 Employee Satisfaction• •Potential impact of Potential impact of demographic changesdemographic changes– –Aging population Aging population increases emphasis on increases emphasis on health care benefits, health care benefits, retirement planning, & retirement planning, & job securityjob security– –Women are attaining Women are attaining higher proportion of higher proportion of professional professional qualificationsqualifications– –Future skills shortages Future skills shortages may cause industrialized may cause industrialized countries to compete for countries to compete for skilled immigrant laborskilled immigrant labor• •Industrial base shifting to Industrial base shifting to service & health care service & health care sectorssectors• •Wider political & Wider political & economic trends affecting economic trends affecting job satisfactionjob satisfaction– –Health care costsHealth care costs– –Job securityJob security– –PensionsPensions25Reading 2.3 Reading 2.3 Employee Satisfaction•Two groups of issues–Those depending on financial position of company• •BenefitsBenefits• •WagesWages• •Job securityJob security–Those less costly to implement through Those less costly to implement through changing practices, processes, & culturechanging practices, processes, & culture• •Communication with managementCommunication with management• •Work/life balanceWork/life balance• •Employee’s relationship with immediate supervisorEmployee’s relationship with immediate supervisor• •Career developmentCareer development26%s#pXlUiRfNcK8H5E2A+x(u$rZnWkThPeMbJ7G4C1z-w&t!qYmVjRgOdL9I6F3B0y(v%s#oXlUiQfNbK8H5D2A+x*u$qZnWkShPeMaJ7G4C1z)w&t!pYmVjRgOcL9I6E3B0y(v%r#oXlTiQfNbK8G5D2A-x*u$qZnVkShPdMaJ7F4C0z)w&s!pYmUjRfOcL9H6E3B+y(u%r#oWlTiQeNbK8G5D1A-x*t$qZnVkSgPdMaI7F4C0z)v&s!pXmUjRfOcK9H6E2B+y(u%rZoWlThQeNbJ8G4D1A-w*t$qYnVjSgPdLaI7F3C0z)v&s#pXmUiRfOcK9H5E2B+x(u%rZoWkThQeMbJ8G4D1z-w*t!qYnVjSgOdLaI6F3C0y)v%s#pXlUiRfNcK8H5E2A+x(u$rZoWkThPeMbJ7G4D1z-w&t!qYmVjSgOdL9I6F3B0y)v%s#oXlUiQfNcK8H5D2A+x*u$rZnWkShPeMaJ7G4C1z)w&t!pYmVjRgOcL9I6E3B0y(v%s#oXlTiQfNbK8H5D2A-x*u$qZnWkShPdMaJ7F4C1z)w&s!pYmUjRgOcL9H6E3B+y(v%r#oWlTiQeNbK8G5D1A-x*t$qZnVkShPdMaI7F4C0z)w&s!pXmUjRfOcL9H6E2B+y(u%r#oWlThQeNbJ8G5D1A-w*t$qYnVkSgPdLaI7F3C0z)v&s#pXmUiRfOcK9H6E2B+x(u%rZoWlThQeMbJ8G4D1A-w*t!qYnVjSgPdLaI6F3C0y)v&s#pXlUiRfNcK9H5E2A+x(u$rZoWkThPeMbJ7G4D1z-w&t!qYmVjSgOdLaI6F3B0y)v%s#pXlUiQfNcK8H5E2A+x*u$rZnWkThPeMaJ7G4C1z-w&t!pYmVjRgOdL9I6E3B0y(v%s#oXlTiQfNbK8H5D2A+x*u$qZnWkShPeMaJ7F4C1z)w&t!pYmUjRgOcL9I6E3B+y(v%r#oXlTiQeNbK8G5D2A-x*t$qZnVkShPdMaI7F4C0z)w&s!pXmUjRfOcL9H6E3B+y(u%r#oWlTiQeNbJ8G5D1A-x*t$qYnVkSgPdMaI7F3C0z)v&s!pXmUiRfOcK9H6E2B+x(u%rZoWlThQeMbJ8G4D1A-w*t$qYnVjSgPdLaI7F3C(u%r#oWlTiQeNbJ8G5D1A-x*t$qYnVkSgPdMaI7F3C0z)v&s!pXmUiRfOcK9H6E2B+x(u%rZoWlThQeNbJ8G4D1A-w*t$qYnVjSgPdLaI7F3C0y)v&s#pXmUiRfNcK9H5E2B+x(u$rZoWkThQeMbJ7G4D1z-w*t!qYmVjSgOdLaI6F3C0y)v%s#pXlUiRfNcK8H5E2A+x(u$rZnWkThPeMbJ7G4C1z-w&t!qYmVjRgOdL9I6F3B0y(v%s#oXlUiQfNbK8H5D2A+x*u$rZnWkShPeMaJ7G4C1z)w&t!pYmVjRgOcL9I6E3B0y(v%r#oXlTiQfNbK8G5D2A-x*u$qZnVkShPdMaJ7F4C0z)w&s!pYmUjRfOcL9H6E3B+y(v%r#oWlTiQeNbK8G5D1A-x*t$qZnVkSgPdMaI7F4C0z)v&s!pXmUjRfOcK9H6E2B+y(u%rZoWlThQeNbJ8G4D1A-w*t$qYnVkSgPdLaI7F3C0z)v&s#pXmUiRfOcK9H5E2B+x(u%rZoWkThQeMbJ8G4D1z-w*t!qYnVjSgOdLaI6F3C0y)v%s#pXlUiRfNcK9H5E2A+x(u$rZoWkThPeMbJ7G4D1z-w&t!qYmVjSgOdL9I6F3B0y)v%s#oXlUiQfNcK8H5D2A+x*u$rZnWkShPeMaJ7G4C1z)w&t!pYmVjRgOdL9I6E3B0y(v%s#oXlTiQfNbK8H5D2At!qYmVjSgOdL9I6F3B0y)v%s#oXlUiQfNcK8H5D2A+x*u$rZnWkThPeMaJ7G4C1z-w&t!pYmVjRgOdL9I6E3B0y(v%s#oXlTiQfNbK8H5D2A-x*u$qZnWkShPdMaJ7F4C1z)w&s!pYmUjRgOcL9H6E3B+y(v%r#oXlTiQeNbK8G5D2A-x*t$qZnVkShPdMaI7F4C0z)w&s!pXmUjRfOcL9H6E2B+y(u%r#oWlThQeNbJ8G5D1A-w*t$qYnVkSgPdMaI7F3C0z)v&s!pXmUiRfOcK9H6E2B+x(u%rZoWlThQeMbJ8G4D1A-w*t!qYnVjSgPdLaI6F3C0y)v&s#pXlUiRfNcK9H5E2B+x(u$rZoWkThQeMbJ7G4D1z-w*t!qYmVjSgOdLaI6F3B0y)v%s#pXlUiQfNcK8H5E2A+x*u$rZnWkThPeMaJ7G4C1z-w&t!pYmVjRgOdL9I6F3B0y(v%s#oXlUiQfNbK8H5D2A+x*u$qZnWkShPeMaJ7F4C1z)w&t!pYmUjRgOcL9I6E3B+y(v%r#oXlTiQeNbK8G5D2A-x*u$qZnVkShPdMaJ7F4C0z)w&s!pYmUjRfOcL9H6E3B+y(u%r#oWlTiQeNbJ8G5D1A-x*t$qYnVkSgPdMaI7F3C0z)v&s!pXmUiRfOcK9H6E2B+y(u%rZoWlThQeNbJ8G4D1A-w*t$qYnVjSgPdLaI7F3C0y)v&s#pXmUiRfNcK9H5E2B+x(u$rZoWkThQeMbJ7G4D1z-w*t!qYnVfOcK9H6E2B+y(u%rZoWlThQeNbJ8G4D1A-w*t$qYnVjSgPdLaI7F3C0y)v&s#pXmUiRfNcK9H5E2B+x(u$rZoWkThQeMbJ8G4D1z-w*t!qYnVjSgOdLaI6F3C0y)v%s#pXlUiRfNcK8H5E2A+x(u$rZnWkThPeMbJ7G4C1z-w&t!qYmVjRgOdL9I6F3B0y)v%s#oXlUiQfNcK8H5D2A+x*u$rZnWkShPeMaJ7G4C1z)w&t!pYmVjRgOcL9I6E3B0y(v%r#oXlTiQfNbK8G5D2A-x*u$qZnWkShPdMaJ7F4C1z)w&s!pYmUjRgOcL9H6E3B+y(v%r#oWlTiQeNbK8G5D1A-x*t$qZnVkSgPdMaI7F4C0z)v&s!pXmUjRfOcK9H6E2B+y(ZnWkShPdMaJ7F4C1z)w&s!pYmUjRgOcL9H6E3B+y(v%r#oWlTiQeNbK8G5D1A-x*t$qZnVkSgPdMaI7F4C0z)w&s!pXmUjRfOcL9H6E2B+y(u%r#oWlThQeNbJ8G5D1A-w*t$qYnVkSgPdLaI7F3C0z)v&s#pXmUiRfOcK9H5E2B+x(u%rZoWkThQeMbJ8G4D1A-w*t!qYnVjSgPdLaI6F3C0y)v&s#pXlUiRfNcK9H5E2A+x(u$rZoWkThPeMbJ7G4D1z-w&t!qYmVjSgOdL9I6F3B0y)v%s#pXlUiQfNcK8H5E2A+x*u$rZnWkThPeMaJ7G4C1z-w&t!pYmVjRgOdL9I6E3B0y(v%s#oXlTiQfNbK8H5D2A-x*u$qZnWkShPeMaJ7F4C1z)w&t!pYmUjRgOcL9I6E3B+y(v%r#oXlTiQeNbK8G5D2A-x*t$qZnVkShPdMaI7F4C0z)w&s!pXmUjRfOcL9H6E2B+y(u%r#oWlTiQeNbJ8G5D1A-x*t$qYnVkSgPdMaI7F3C0z)v&s!pXmUiRfOcK9H6E2B+x(u%rZoWlThQeMbJ8G4D1A-w*t!qYnVjSgPdLaI7F3C0y%r#oWlTiQeNbJ8G5D1A-x*t$qYnVkSgPdMaI7F3C0z)v&s!pXmUiRfOcK9H6E2B+x(u%rZoWlThQeMbJ8G4D1A-w*t$qYnVjSgPdLaI7F3C0y)v&s#pXmUiRfNcK9H5E2B+x(u$rZoWkThQeMbJ7G4D1z-w*t!qYmVjSgOdLaI6F3B0y)v%s#pXlUiRfNcK8H5E2A+x(u$rZnWkThPeMbJ7G4C1z-w&t!qYmVjRgOdL9I6F3B0y(v%s#oXlUiQfNbK8H5D2A+x*u$qZnWkShPeMaJ7G4C1z)w&t!pYmVjRgOcL9I6E3B0y(v%r#oXlTiQfNbK8G5D2A-x*u$qZnVkShPdMaJ7F4C0z)w&s!pYmUjRfOcL9H6E3B+y(u%r#oWlTiQeNbK8G5D1A-x!pYmVjRgOcL9I6E3B0y(v%r#oXlTiQfNbK8G5D2A-x*u$qZnVkShPdMaJ7F4C0z)w&s!pYmUjRgOcL9H6E3B+y(v%r#oWlTiQeNbK8G5D1A-x*t$qZnVkSgPdMaI7F4C0z)v&s!pXmUjRfOcK9H6E2B+y(u%rZoWlThQeNbJ8G4D1A-w*t$qYnVkSgPdLaI7F3C0z)v&s#pXmUiRfOcK9H5E2B+x(u%rZoWkThQeMbJ8G4D1z-w*t!qYnVjSgOdLaI6F3C0y)v%s#pXlUiRfNcK9H5E2A+x(u$rZoWkThPeMbJ7G4D1z-w&t!qYmVjSgOdL9I6F3B0y)v%s#oXlUiQJ8G4D1z-w*t!qYnVjSgOdLaI6F3C0y)v&s#pXlUiRfNcK9H5E2A+x(u$rZoWkThPeMbJ7G4D1z-w&t!qYmVjSgOdL9I6F3B0y)v%s#oXlUiQfNcK8H5D2A+x*u$rZnWkThPeMaJ7G4C1z-w&t!pYmVjRgOdL9I6E3B0y(v%s#oXlTiQfNbK8H5D2A-x*u$qZnWkShPdMaJ7F4C1z)w&s!pYmUjRgOcL9I6E3B+y(v%r#oXlTiQeNbK8G5D2A-x*t$qZnVkShPdMaI7F4C0z)w&s!pXmUjRfOcL9H6E2B+y(u%r#oWlThQeNbJ8G5D1A-w*t$qYnVkSgPdMaI7F3C0z)v&s!pXmUiRfOcK9H6E2B+x(u%rZoWlThQeMbJ8G4D1A-w*t!qYnVjSgPdLaI6F3C0y)v&s#pXlUiRfNcK9H5E2B+x$qYnVkSgPdMaI7F3C0z)v&s!pXmUiRfOcK9H6E2B+x(u%rZoWlThQeMbJ8G4D1A-w*t!qYnVjSgPdLaI6F3C0y)v&s#pXmUiRfNcK9H5E2B+x(u$rZoWkThQeMbJ7G4D1z-w*t!qYmVjSgOdLaI6F3B0y)v%s#pXlUiQfNcK8H5E2A+x*u$rZnWkThPeMbJ7G4C1z-w&t!qYmVjRgOdL9I6F3B0y(v%s#oXl。