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This 5 page Class Notes was uploaded by Casey Gislason on Monday October 26, 2015. The Class Notes belongs to BUSHRM1050 at University of Pittsburgh taught by GaryFlorkowski in Fall. Since its upload, it has received 43 views. For similar materials see /class/229352/bushrm1050-university-of-pittsburgh in Human Resource Education at University of Pittsburgh.
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Date Created: 10/26/15
HR Midterm Notes Lecture 1 Notes Diverse Approaches to HR Decision Making 0 Diffused Responsibility exclusively inhouse 0 Pros best known HRservice needs strategic clout o Cons lack of quotbest practice awareness line management I Distraction from core responsibilitiesstakeholders o Delegated Responsibility exclusively inhouse 0 Pros expert staff support 0 Cons often lack business savvy limited strategic clout o Cosourced Responsibility network ofinhouse HR and outsourced help 0 Options HR quottransactional work only I Transactional work is high volume and tedious 0 Ex Payroll I Transformational work is situation specific and less standardized 0 Ex How to resolve a problem specific to the company and the situation I Most big companies outsource lots of tedious HR transactional work like payroll I SMES small to medium sized enterprises I PEOS professional employer organizations 0 Both target smaller firms 0 These companies handle outsourced HR needs its like renting a HR management department 0 Formed NAPEO National Association of Professional Employer Organizers I Large rms HR05 we don t need to know about RPOs 0 Human Resources Outsourcing 0 There has been an entire industry created for outsourcing of HRM Target larger firms Transactional HR work EX Exult first company to serve larger firms as outsourced HRM 0 First customer was BPAmoco for 600 million 0 Started the new industry and is now the largest HR outsourcing company 0 Pros more efficient and effective 0 Cons can only outsource operationaltransactional HR work I Cant outsource strategic HR decisions What Does it Take for Competent in HRM 1 Business Competencies 2 Technical Professional Competencies 0 You need the right combo of the two Changes in the Delivery of HRM Services 1 Transactional Tasks Rewards administration Training registration and delivery Applicant searches and processing Employee database management Employee communications 0 Changes I Process Automation HRITs I Restructuring HR call centers I HR outsourcing 2 Transformational Tasks Facilitating change management Promoting knowledge management Enhancing strategic planning Aligning HR strategy 0 Changes I Restructuring centers of excellence I HR staff development I Development of HR responsibilities Enhanced Value Added from the HR Function I don t have any notes on this slide HR Outsourcing How it Works 0 Client Firm HR Function 0 Released employees that are fired from the firm s HR department when the firm decides to outsource o Repositioned employees that are moved up in the firm to deal with more transformational work and the firm outsources the transactional work that they used to do 0 Reassigned the firm s employees that get moved and now work for the outsourcing HR vendor they keep their exact same job but now they work for the HR outsourcer instead of the original firm I These people are valuable in providing the HR outsourcing vendor with inside information and understanding of the client firm that they used to work for 0 HR Vendor o The HR vendor proves to the client firm that they can do their transactional HR work better faster and cheaper 0 HR expertise o HRIT infrastructure 0 Organizational structure ITBased Innovation in HRServices o The idea is to go from people intensive paper intensive and time intensive labor intensive oldschool HRM to using technology to make HRM easier 0 HR Activity Software 0 Interaction Software 0 SelfService Software 0 Telephone CDRom Networks Wireless gt Client server Architecture gt Internet 0 Have to get both the HR staff and HR customers to use the software 0 The big problem is that there is no universal standard for designing HR software so sometimes the different software aren t compatible I Big problem with a la carte approach I Usually a bigger problem for bigger companies How to make this quot happen Infusing IT in HR Services Typical Progression 0 Firms are concerned with the cost of the software used and the money it can save by cutting down on labor the software is really expensive but can potentially save a lot for the firm 0 Phase 1 Activity Software for HR Staff 0 Getting the HR staff to use the software 0 HR functional applications a la carte approach pick specific actions that you want the software to do I EX You want software to sort through applications but that s it 0 Integrated HR suites ex Oracle Human Capital Management Solutions break entire HR package into smaller functional clusters of software I You can get software to take care ofa set of functions but not everything in HR 0 Phase 2 Interaction Software for Internal Customers and staff 0 Telephony apps IVR systems don t have to know about ACD software Interactive Voice Response System I EX Comcast series of common concrete questions and answers I Steamline the process I Common with employee communication 0 Webbased apps email electronic forms 0 Phase 3 SelfService Software for StaffCustomers 0 HR intranet apps EX Pitt people soft and job search opportunity 0 Selfservice apps I ESS Employee Self Service I MSS Managerial Self Service O 0 HR extranet apps HR portal apps workonly or workpersonal combos I Ex Mypittedu I Workonly portals are designed to present the resources you need upfront and make you more productive by not allowing you to look at personal stuff online I They put you in charge of your own employee record via intranet app self service 0 Quick Definitions that you probably already knew O O O INTERnet everyone can access it easily INTRAnet only a certain group ofpeople can access it for example all of the people in a specific firm can access that firms intranet but no one outside of the firm EXTRAnet private network that includes a couple of organizations groups I Relevant to outsourcing in that there is a extranet established for the client firm and the outsourcing agent HR ServiceDelivery Models I I m not really gonna try to explain the picture in words but here are my notes of the slide I Old HR 0 Company needs to be large at least 100 employees to have an actual HR department 0 If there is an HR issue the issue goes to the local HR staff 0 If the issue is too big for the local HR staff to deal with it the issue is passed to upper HR staff 0 Upperlevel HR staffis not usually on site so it takes a long time to get an answer and sometimes doesn t even answer the real question I New HR 0 Idea is to centralize HR work so it becomes more efficient and dealt with by knowledgeproblemspecific people 0 HR IT push all the IT people to pick up the transactional IT oriented HR work 0 HR Call Center created as the goto contact within the organization 0 Centers of Excellence special needs I Usually people management I Unstructured and creative 0 Firm still needs a few HR local staffpeople not as many but enough to keep a human face to the HR department I Designate one HR person to a business unit I The rest you can outsource IT and call centers Transforming HR into a Profit Center Usually some other part of the organization makes the money and the HR department spends it BUT is there a way for the HR department to make money too Generation revenue from quotsurplusquot technical or professional talent Generating revenue from superior HR systems 0 OOO Rent out your HR employees to other firms when you don t need them Rent out your HR staff to other firms as consultants Your firm takes on other companies HR issues to solve Examples Disney Institute Lufthansa Technical Training IBM Global Services
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