Chapter 1
Strategies, Trends, and
Opportunities for HRM
Prepared by: Sandra Steen, University of
Regina
© 2019 McGraw-Hill Education
Limited
Learning Objectives
LO 1: Define human resource management and explain how
HRM contributes to and supports an organization’s strategies
and performance
LO2: Summarize competencies, careers, professional
accreditation, and ethics in human resource management
L03: Explain the role of supervisors and managers in human
resource management
L04: Describe trends in the composition and expectations of
the labour force
L05: Discuss how technology is impacting HRM
Chapter • 2
Earning a Reputation as a Great
Employer: Shopify
■ Shopify, e-commerce
software solutions and
web builder, has been
rated as Canada’s
Best Place to Work
■ “Trust battery” is
central to high-
performance culture
and employee
experience
Chapter • 3
HRM Practices
Chapter • 4
Why Are People So Valuable?
■ HRM has traditionally been viewed as an expense—
rather than a source of value
■ Human capital
– An organization’s employees, described in terms of
their training, experience, judgment, intelligence,
relationships, and insight
■ Human resources are valuable, rare, cannot be
imitated, and have no good substitutes
Chapter • 5
Impact of HRM
Chapter • 6
What are the Responsibilities of
HR Departments?
Handling
Administrativ
e administrative
services and
transactions
Efficiency
and
commitment to
quality
Requires expertise in
tasks
Chapter • 7
What are the Responsibilities of
HR Departments? (cont’d)
Developing effective
Administrative HR systems
Business Help the organization
Partner meet its goals for
attracting, keeping,
Services and developing people
HR professionals must
understand the
business
Chapter • 8
What are the Responsibilities of
HR Departments?(cont’d)
Contributing to company’s
Administrative strategy
Understanding of existing
Business Partner
and needed human
Services
resources and ways HR
practices give company a
Strategic competitive advantage
Partner Mustunderstand the
business, industry, and
competitors
Chapter 1 • 9
Employee Experience
■ Set of perceptions that
employees have about their
experiences at work in
response to interactions
with the organization
■ Critical for engagement and
commitment
■ Important focus for
employee’s entire “journey”
with the organization
Chapter 1 • 1
Responsibilities of HR
Departments
Analyzing & Workforce Recruiting &
Designing Jobs Planning Hiring
Training, Performance
Learning, & Total Rewards
Management
Development
Positive
Employee & HR Polices HR Data
Labour
Relations
Legal
Compliance
Chapter 1 • 1
Focus on HR Strategy
■ Talent management
■ Evidence-based HRM – increasingly relies on people
analytics
■ Change & sustainability requires agility
■ Productivity improvement
■ Mergers & acquisitions
■ Non-traditional employment and the gig economy
■ Outsourcing & expanding into global markets
Chapter • 1
HR Functional Competencies
Chapter • 1
Careers in HRM
■ Specialists and generalists
■ CPHR/CRHA (Chartered Professional in Human Resources)
– National Knowledge Exam (NKE)
– Bachelor’s degree & professional experience
– Membership in HR Association
– CPHR Canada represents members in 9 provinces and 3
territories
■ HRPA in Ontario works independently – CHRP, CHRL & CHRE
■ HR is seeking self-regulated profession status
Chapter • 1
Salaries for HRM Positions
Chapter 1 • 15
CPHR Canada’s Code of Ethics –
Duties To:
Public
Women Profession
Clients
Persons with & Individuals
Employers
disabilities
Chapter • 1
What are the HR Responsibilities
of Supervisors and Managers?
■ Help determine what kinds of work need to be done (job
analysis and design) and in what quantities (workforce
planning)
■ Interview job candidates and participate in hiring decisions
■ Train, coach, and develop employees
■ Provide performance feedback
■ Recommend pay increases
■ Key role in employee relations
Chapter • 1
How is the Labour Force
Changing?
Aging of the workforce Only growing group is 55+ years
(2016-2016);
Fewer people entering than
exiting labour force
Multi-generational 5 generations: Traditionalists,
workforce Baby Boomers, Generation X,
Millennials, Generation Z
Diverse workforce Immigration increases diversity
and labour force growth
Knowledge workers Main contribution is specialized
knowledge
Chapter • 1
Age Distribution of Labour Force
Chapter 1 • 19
Educational Attainment of
Labour Force
Chapter 1 • 20
Technological Change Impacting
HRM
Social • Use of platforms such as Instagram,
Networking LinkedIn, and Facebook
Artificial • Personal assistants
Intelligence • Predictive capabilities
• Wearable technologies
Robotics • Robots can perform work tasks
more
Chapter • 2
Technological Change Impacting
HRM (cont’d)
• Store large quantities of employee
HRIS
data
Mobile devices • Provide anytime and anywhere
access
• Provides IT infrastructure over a network
Cloud computing
• Self-service and on-demand model
.
Chapter • 2
High-Performance Work Systems
■ Effective HRM is foundational
■ An organization in which technology, organizational
structure, people, and processes all work seamlessly
to provide competitive advantage
■ Maximize the fit between social system (employees)
and technical systems
Chapter • 2
Summary
LO1: HRM consists of “people practices” that influence
employees’ behaviours, attitudes, and performance
LO2: HR professionals require substantial and varied
competencies
LO3: Supervisors and managers have an important role in
managing people and implementing HR processes
LO4: Canada’s labour force is aging, multi-generational, diverse,
and characterized by increasing levels of knowledge and a shift to
knowledge workers
LO5: Technologies influence many aspects of HRM
Chapter • 2
