1

TODAY’S NEW HUMAN

RESOURCE MANAGEMENT
 A Brief History of Personnel/Human
Resource Management
2

Late 1800s = Ancient armies and

organized efforts always required
attracting, selecting, training, and
motivating workers.
By 1900s = employers set up the first
“Hiring offices,” training programs, and
factory schools
New Union laws in the 1930s = “Helping
the employer deal with unions” to
personnel tasks.
3
New equal employment laws in the 1960s
= made employers more reliant on
personnel management to avoid
discrimination claims.
By the 1970s globalization = made gaining
a competitive edge through engaged
employers and therefore personnel
management increasingly important.
 Distributed HR and the New Human
Resource Management
4

Example :
At Google, when someone applies for a
job, his or her information goes into a
system that matches the recuit with
current Google employees based on
interests and experiences.
5
 Improving Performance : The Strategic
Context
6

 HR and Performance
Here They can apply three
levers :
1. HR Department Lever
2. Employee Costs Lever
3. Strategic Results Lever
  HR And Performance Measurement =
7 improving performance requires
measuring what are you doing.
 HR And Evidence-Based Management =
Basing decisions on such evidence is the
heart of evidence-based human resource
management.
 HR And Adding Value = The bottom line
is that today’s employers want their
human resource managers to add value
by boosting profits and performance.
8

 HR and Performance and

Sustainability
 HR and Employee
Engagement
 The New Human Resource Manager
9

Here are the behaviors or competencies (with

definitions) SHRM says today’s HR manager should
be able to exhibit :
 Leadership & Navigation

 Ethical Practice

 Business Acumen

 Relationship Management

 Consultation

 Critical Evaluation

 Global & Cultural Effectiviness

 Communication
  The basic knowledge of principles, practices, and function they
need here shoulf cover :
10
 Functional Area #1 : Talent Acquisition & Retention
 Functional Area #2 : Employee Engagement
 Functional Area #3 : Learning & Development
 Functional Area #4 : Total Rewards
 Functional Area #5 : Strucuture of the HR Function
 Functional Area #6 : Organizational Effectiveness & Development
 Functional Area #7 : Workforce Management
 Functional Area #8 : Employee Relations
 Functional Area #9 : Technology & Data
 Functional Area #10 : HR in the Global Context
 Functional Area #11 : Diversity & Inclusion
 Functional Area #12 : Risk Management
 Functional Area #13 : Corporate Social Responsibility
 Functional Area #14 : U.S. Employment Law & Regulations
 Functional Area #15: Business & HR Strategy
11
 HR and The Manager’s Skills
The aim of this book is to help every
manager develop the skills he or she
needs to carry out the human resource
management-related aspects of his or
her job, such as recruiting, selecting,
training, appraising, and incentivizing
employess, and providing them with a
safe and fulfing work environment.
  HR and Ethies
12
 HR Manager Certifications
 HR and the Manager Human Resources
Philosophy