hrm as a competitive business model the competition edge: comes from hr value of talent rare talent...
DESCRIPTION
GLOBALIZATION IMPACT Differences/Issues Geographies Cultures Laws Business Practices RewardsTRANSCRIPT
HRM AS ACOMPETITIVE BUSINESS MODEL
The Competition Edge: Comes from HR
• Value of Talent• Rare Talent (hire, train,
motivate best)• Not Easy to Duplicate
(Teams/Individuals)• Organized Workforce
COMPETITIVECHALLENGES
CHANGE PROFESSIONWhat are the“Competitive Challenges?”• Globalization• Technology• Change• Human Capital• Market Forces• Worldwide Demographics• Workforce Partnerships
GLOBALIZATIONIMPACT
Differences/Issues
• Geographies• Cultures• Laws• Business Practices• Rewards
TECHNOLOGY IMPACT
• Labor vs. Knowledge• Education Levels• Systems
– HRIS– ERP– Database– E-Commerce– PC Revolution
• Websites for Info“Changes the Enterprise Work Processes”
HRM WEBSITES
www.ilr.cornell.eduwww.shrm.org
www.tcm.com/trdevwww.monster.com
www.dol.govbpo.indiana.edu
IMPACT OF CHANGE
• No Status Quo• Always on Cutting Edge• Staff Talents Must Adjust• Very High People Resistance• Creates Stress/Pressure/Adoption
IMPACT ON HUMAN CAPITAL(Not just Financial Capital)
• Competition Through People• Balance Sheet Item?• People Investment
– High Rewards for Performance– Use Talents Wisely– Enhance Talents– Organization Skill Sets
IMPACT ON GLOBALCOMPETITVE MARKETPLACES
• Talent is Global• Quality Products are Essential• Business Process Management Creates
Competitiveness• Cost Constantly Removed• Speed to Market is Essential
IMPACT FROMENHANCING GLOBAL
COST CONTROL• Creates Downsizing• Creates Mergers/Acquisitions• Creates Reorganization for
Efficiency• Forces Outsourcing• Encourages Temporary
Workforce– Temporary Workers– Contract Employees/Leasing
GLOBAL DEMOGRAPHICCHANGES
• Diversity• Age Distribution• Gender Distribution• Rising Levels of Education• Employee Rights – Legal• Employee Privacy• Attitudes Toward Work• Balancing Life Goals with Work Goals