MGT 453

GLOBAL HUMAN RESOURCE

MANAGEMENT

Dr. JOSEPH F. HADDAD

Managing Director – Partner
MRI WORLDWIDE LEBANON w.l.l.
GGF Center – Bloc C – 3rd. Floor
Sin El Fil – Lebanon
Tel: (01) 497479 – (71) 744700
joseph.haddad@mri-lebanon.com
10-Oct-10 1
 1. HR BUSINESS
EVOLUTION & CHANGE

1. ROLES & CONCERNS

2. NEW ROAD MAP

10-Oct-10 2
 1.1 HRM WORK FLOW
STRATEGIC HRM

ANALYSIS AND DESIGN OF WORK

HR PLANNING
RECRUITING
SELECTION
TRAINING AND DEVELOPMENT
COMPENSATION
PERFORMANCE MANAGEMENT
EMPLOYEE RELATIONS

10-Oct-10 COMPANY PERFORMANCE 3

 1.2 HR RESPONSIBILITIES
EMPLOYEMENT & INTERVIEWING, RECRUITING, TESTING,
RECRUITING TEMPORARY LABOR COORDINATION
TRAINING AND ORIENTATION, PERFORMANCE MANAGEMENT SKILLS TRAINING,
DEVELOPMENT PRODUCTIVITY ENHANCEMENT
WAGE AND SALARY ADMINISTRATION, JOB DESCRIPTIONS,
COMPENSATION
EXECUTIVE COMPENSATION, INCENTICE PAY, JOB EVALUATION
INSURANCE, VACATION LEAVE ADMINISTRATION,
BENEFITS
RETIREMENT PLANS, PROFIT SHARING, STOCK PLANS
EMPLOYEE EMPLOYEE ASSISTANCE PROGRAMS, RELOCATION SERVICES,
SERVICES OUTPLACEMENT SERVICES
EMPLOYEE & ATTITUDE SURVEYS, LABOR RELATIONS, PUBLICATIONS,
COMMUNITY
RELATIONS LABOR LAW COMPLIANCE, DISCIPLINE
PERSONNEL
INFORMATION SYSTEMS, RECORDS
RECORDS
HEALTH AND
SAFETY INSPECTION, DRUG TESTING, HEALTH, WELLNESS
SAFETY
STRATEGIC INTERNATIONAL HR,DIVERSITY, FORECASTING, PLANNING,
10-Oct-10
PLANNING MERGERS AND ACQUISITIONS 4
 1.3 HRM PRACTICES (1/2)
CHARACTERISTICS TRADITIONAL MODEL MODERN MODEL

COMMUNICATIONS TOP-DOWN TOP-DOWN

HORIZONTAL
LATERAL
MULTIDIRECTIONAL
VOICE & EMPLOYMENT AT WILL DUE PROCESS
INVOLVEMENT SUGGESTION SYSTEMS QUALITY CIRCLES
ATTITUDE SURVEYS
JOB DESIGN EFFICIENCY, QUALITY
PRODUCTIVITY CUSTOMIZATION
STANDARD PROCEDURES INNOVATION
NARROW SPAN OF CONTROL WIDE SPAN OF CONTROL
SPECIFIC JOB DESCRIPTIONS AUTONOMOUS WORK TEAMS
EMPOWERMENT

TRAINING JOB-RELATED SKILLS BROAD RANGE OF SKILLS

FUNCTIONAL CROSS-FUNCTIONAL DIAGNOSTIC
TECHNICAL PROBLEM SOLVING
10-Oct-10 5
 1.3 HRM PRACTICES (2/2)
CHARACTERISTICS TRADITIONAL MODEL MODERN MODEL
PERFORMANCE PRODUCTIVITY PRODUCTIVITY
MEASUREMENT & INDIVIDUAL GOALS QUALITY
EVALUATION SUPERVISORY REVIEW TEAM GOALS
EMPHASIZE FINANCIAL CUSTOMER REVIEW
PERFORMANCE PEER AND SUPERVISORY REVIEW
EMPHASIZE QUALITY AND SERVICES
REWARDS COMPETITION TEAM AND GROUP BASED REWARDS
 INDIVIDUAL MERIT INCREASES FINANCIAL & NONFINANCIAL
FINANCIAL BENEFITS REWARDS RECOGNITION

HEALTH & SAFETY TREAT PROBLEMS PREVENT PROBLEMS

SAFETY AND WELLNESS PROGRAMS
EMPLOYEE ASSISTANCE PROGRAMS
SELECTION & SELECTION BY MANAGER SELECTION BY PEERS
PROMOTION PROMOTION BASED ON PROMOTION BASED ON GROUP
INDIVIDUAL ACCOMPLISHMENT FACILITATION
CAREER NARROW JOB SKILLS PROBLEM-SOLVING SKILLS
DEVELOPMENT LINEAR CAREER PATH HORIZONTAL CAREER PATH
10-Oct-10 6
 1.4 HR ROLES IN BUILDING
A COMPETITIVE ORGANIZATION

FUTURE / STRATEGIC FOCUS

MANAGEMENT OF MANAGEMENT OF
TRANSFORMATION STRATEGIC HUMAN
AND CHANGE RESOURCES

PROCESSES PEOPLE

MANAGEMENT OF MANAGEMENT OF
FIRM EMPLOYEE
INFRASTRUCTURE CONTRIBUTION

DAY-TO-DAY / OPERATIONAL FOCUS

10-Oct-10 7
 1.5 HR ROLES AND COMPETENCIES

CHANGE
STRATEGIC
AGENT
 NEGOTIATIONS PARTNER
 DATA-BASED
 COMMUNICATIONS
 DECISION-MAKING
 OVERCOMING
RESISTANCE TO
CHANGE

 LEGAL  COUNSELING
COMPLIANCE  DEVELOPING
 CONTRACT TEAMS
ADMINISTRATION
 E-HRM
ADMINISTRATIVE  HRIS EMPLOYEE
EXPERT ADVOCATE
10-Oct-10 8
 1.6 THE BALANCED SCORECARD
QUESTIONS TO BE
PERSPECTIVE EXAMPLES OF CRITICAL INDICATORS
ANSWERED

HOW DO CUSTOMERS
CUSTOMER SEE US?
TIME, QUALITY, PERFORMANCE, SERVICE, COST.

PROCESSES THAT INFLUENCE CUSTOMER

WHAT MUST WE
INTERNAL EXCEL AT?
SATISFACTION, AVAILABILITY OF INFORMATION ON
SERVICE AND/OR MANUFACTURING PROCESSES.

IMPROVE OPERATING EFFIENCY, LAUNCH NEW

INNOVATION CAN WE CONTINUE TO
PRODUCTS, CONTINUOUS IMPROVEMENT,
IMPROVE AND CREATE
& LEARNING EMPOWERING OF WORKFORCE, EMPLOYEE
VALUE?
SATISFACTION.

HOW DO WE LOOK TO
FINANCIAL SHAREHOLDERS?
PROFITABILITY, GOWTH, SHAREHOLDER VALUE.

10-Oct-10 9
 1.7 HR CONCERNS

 DIVERSITY MANAGEMENT
 LEGAL ASPECTS
 ETHICAL CONSIDERATIONS
 HIGH PERFORMANCE WORK SYSTEMS
 HUMAN RESOURCE INFORMATION SYSTEMS (HRIS)
 ELECTRONIC HUMAN RESOURCE MANAGEMENT
(E-HRM)

10-Oct-10 10
 MAJOR DIMENSIONS OF HRM PRACTICES
CONTRIBUTING TO COMPANY COMPETITIVENESS

DIMENSIONS OF HRM PRACTICES

ACQUIRING ASSESSMENT
MANAGING
AND AND COMPENSATING COMPETITIVENESS
THE HUMAN
PREPARING DEVELOPMENT HUMAN
RESOURCE
HUMAN OF HUMAN RESOURCES
ENVIRONMENT
RESOURCES RESOURCES

10-Oct-10 11
 HR CHALLENGES
GLOBAL STAKEHOLDERS

 HRM STRATEGY IS MATCHED TO  CONTINUOUS LEARNING ENVIRONMENT

BUSINESS STRATEGY IS CREATED

 KNOWLEDGE IS SHARED  DISCIPLINE SYSTEM IS PROGRESSIVE

 WORK IS PERFORMED BY TEAMS. CUSTOMER SATISFACTION AND QUALITY

 PAY SYSTEMS REWARD SKILLS AND ARE EVALUATED IN THE PERFORMANCE
ACCOMPLISHMENTS. MANAGEMENT SYSTEM.

SELECTION SYSTEM IS JOB-RELATED SKILLS AND VALUES OF A DIVERSE

AND LEGAL. WORFORCE ARE VALUED AND USED.

 FLEXIBILITY IS WHERE AND WHEN TECHNOLOGY IS USED TO REDUCE THE

WORK ID PERFORMED. TIME FOR ADMINISTRATIVE TASKS AND
 WORK ATTITUDES OF EMPLOYEES ARE TO IMPROVE HR EFFICIENCY AND
MONITORED. EFFECTIVENESS.

NEW ECONOMY HPWS

10-Oct-10 12
 HOW HRM PRACTICES SUPPORT
HIGH PERFORMANCE WORK SYSTEMS
 TEAMS PERFORM WORK
 EMPLOYEES PARTICIPATE IN SELECTION
 EMPLOYEES RECEIVE FORMAL PERFORMANCE FEEDBACK AND
ARE ACTIVELY INVOLVED IN THE PERFORMANCE IMPROVEMENT
PROCESS.
 ONGOING TRAINING IS EMPHASIZED AND REWARDED
 EMPLOYEES’ REWARDS AND COMPENSATION RELATE TO THE
COMPANY’S FINANCIAL PERFORMANCE.
 EQUIPMENT AND WORK PROCESSES ARE STRUCURED AND
TECHNOLOGY IS USED TO ENCOURAGE MAXIMUM FLEXIBILITY
AND INTERACTION AMONG EMPLOYEES.
 EMPLOYEES PARTICIPATE IN PLANNING CHANGES IN
EQUIPMENT, LAYOUT, AND WORK METHODS.
 WORK DESIGN ALLOWS EMPLOYEES TO USE A VARIETY OF
SKILLS.
 EMPLOYEES UNDERSTAND HOW THEIR JOB CONTRIBUTE TO THE
FINISHED PRODUCT OR SERVICE.
10-Oct-10 13
 MANAGING HR ENVIRONMENT
 LINKING HRM PRACTICES TO THE COMPANY’S OBJECTIVES – THAT IS
STRATEGIC HRM
 ENSURING THAT HRM PRACTICES COMPLY WITH LOCAL LAWS AND
REGULATIONS
 DESIGNING WORK THAT MOTIVATES AND SATISFIES THE EMPLOYEES AS
WELL AS MAXIMIZING CUSTOMER SERVICE, QUALITY, AND PRODUCTIVITY
(SATISFACTION)
 IDENTIFYING HUMAN RESOURCES REQUIREMENTS – THAT IS, HUMAN
RESOURCE PLANNING, RECRUITING AND SELECTING EMPLOYEES
 TRAINING EMPLOYEES TO HAVE THE SKILLS NEEDED TO PERFORM THEIR
JOBS
 MEASURING EMPLOYEES’PERFORMANCE
 PREPARING EMPLOYEES FOR FUTURE WORK ROLES
 IDENTIFYING EMPLOYEES’ WORK INTERESTS, GOALS, VALUES, AND OTHER
CAREER ISSUES
 CREATING AN EMPLOYEMENT RELATIONSHIP AND WORK ENVIRONMENT
THAT BENEFITS BOTH THE COMPANY AND THE EMPLOYEE
 CREATING PAY SYSTEMS. REWARDING EMPLOYEE CONTRIBUTIONS,
10-Oct-10
PROVIDING EMPLOYEES WITH BENEFITS
14
 IMPACT OF NEW TRENDS

 E - BUSINESS EXAMIN
 SECURITY &
 COMMUNICATION RE – EXAMIN
PRIORITIES

MORE VALUE TO STAKEHOLDERS

10-Oct-10 15
 CHANGING PRIORITIES
STRATEGIES WERE RELATED TO
ACCOUNTING & FINANCIAL RESULTS.

CHANGES ARE DIRECTED TOWARD:

* PROFIT
NEW * EMPLOYEE GROWTH
* CUSTOMER SATISFACTION
VALUES * ENVIRONMENT
* OPTIMISE OPERATIONS
* CONTRIBUTION TO THE
COMMUNITY PROGRAM
* ETC…

10-Oct-10 16
 CHALLENGES

1. NEW ECONOMY  ALL FUNCTIONS

ARE OF EQUAL
2. GLOBAL IMPORTANCE
3. STAKEHOLDERS
4. HIGH  ALL SHOULD
PERFORMANCE WORK &
WORK SYSTEMS CONTRIBUTE
TOGETHER

10-Oct-10 17
 1. NEW ECONOMY

1. DEVELOPMENT OF E-BUSINESS
2. MERGERS & ACQUISITIONS
3. GROWTH & DOWNSIZING ADJUSTMENT
4. CREATIVITY / INNOVATION /PRODUCTIVITY

10-Oct-10 18
 2. GLOBAL

1. SURVIVALS CONCERNS
2. GLOBAL COMPETITION
3. DOMESTIC MARKETS DEFENDS
4. GLOBAL MARKETS ENCOMPANSATION

10-Oct-10 19
 3. STAKEHOLDERS

1. CONCRETIZE INVESTORS’ DREAMS

2. IMPROVE CUSTOMERS’ SATISFACTION
3. MEET EMPLOYEES’ NEEDS
4. PARTICIPATE IN COMMUNITY’S EVOLUTION

10-Oct-10 20
 4. H P W S

1. ADOPT LATEST TECHNOLOGIES

2. REENGINEER PROCESSES
3. ADAPT WORKING ENVIRONMENT
4. IMPLEMENT WORK STRUCTURES & POLICIES

10-Oct-10 21
 MUST

 DIFFERENTIATE OURSELVES
BUILD COMMITED & PRODUCTIVE WORKFORCE
PLAN FINANCIAL SUCCESS
IMPLEMENT MODERN TOOLS

10-Oct-10 22
 ACTION

 ACCEPT MORE FLEXIBLE WORK SYSTEMS

BUILD LEAN ORGANIZATION
GUARANTEE INCENTIVE–BASED COMPENSATION
PLANS
PROVIDE HIGH QUALITY PRODUCTS & SERVICES

10-Oct-10 23
 HOW

OWNERSHIP OF EMPLOYMENT RELATIONSHIP

GROWING OPPORTUNITIES
REVISIT OUR VISION / MISSION
ACTIVITIES ADJUSTMENT

10-Oct-10 24
 HRM QUESTIONS
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 WE 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
IMOPROVE OUR MARKETPLACE POSITION?
9. WHAT’S THE BEST CHANGE WE CAN MAKE TO PREPARE FOR
THE FUTURE?

10-Oct-10 25