1. Line Manager’s HR Management Responsibilities
1.1. 1. Placing the right person in the right job.
1.2. 2. Starting new employees in the organization (orientation).
1.3. 3. Training employees for jobs that are new to them.
1.4. 4. Improving the job performance of each person.
1.5. 5. Gaining creative cooperation and developing smooth working relationships.
1.6. 6. Interpreting the company’s policies and procedures.
1.7. 7. Controlling labor costs.
1.8. 8. Developing the abilities of each person.
1.9. 9. Creating and maintaining departmental morale.
1.10. 10. Protecting employees’ health and physical conditions.
2. New Approaches To Organizing HR Reorganizing the HR function of how it is organized and delivers HR services
2.1. Shared Services (Transactional ) HR teams
2.1.1. whose employees are shared by all the companies
2.2. Corporate HR teams
2.2.1. specialized within a company. These assist top management in top-level issues
2.3. Embedded HR teams
2.3.1. another approach that has HR generalists (also known as “relationship managers” or “HR business partners”) assigned to functional departments like sales and production
2.4. Centers of expertise
2.4.1. are basically specialized HR consulting firms within the company.
3. Trends in Human Resource Management
3.1. Demographic and Workforce Trends.
3.1.1. will continue to change specifically, it will continue to become more diverse with more women, minority group members, and older workers in the workforce.
3.2. Trends in How People Work
3.3. Improving Performance At Work: HR as a Profit Center
3.4. Globalization Trends
3.5. Economic Trends
3.6. Technology Trends
3.6.1. There are 5 main types of digital technologies driving HR professionals to automation:
3.6.1.1. Social Media Mobile Applications Gaming Cloud Computing Data Analytics (as known as Talent Analytics)
4. today’s New Human Resource Management
4.1. A Brief History of Personnel/Human Resource Management Distributed HR and the New Human Resource Management Trends Shaping HR: Digital and Social Media
5. Strategic human resource management – means formulating and executing human resource policies and practices that produce the employee competencies and behaviors that the company needs to achieve its strategic aims.
6. The Human Resource Manager is expected to spearhead employee performance. Three Levers can be applied to do so:
6.1. Department Lever
6.1.1. The HR manager ensures that the human resource management function is delivering services efficiently
6.2. Employee Cost Lever
6.2.1. the human resource manager takes a prominent role in advising top management about the company’s staffing levels, and in setting and controlling the firm’s compensation, incentives, and benefits policies
6.3. Strategic Results Lever
6.3.1. Here the HR manager puts in place the policies and practices that produce the employee competencies and skills the company needs to achieve its strategic goals.
7. Adding value
7.1. – means helping the firm and its employees improve in a measurable way as a result of the human resources manager’s actions
8. Employee engagement
8.1. – refers to being psychologically involved in, connected to, and committed to getting one’s job done
9. Human Resource Manager Certification
9.1. HRCI Certifications PHR – Professional in Human Resources SPHR – Senior Professional in Human Resources SHRM now has its own competency and knowledge based testing
10. Practical Tools for Every Manager
10.1. Human resource management is the responsibility of every manager—not just those in human resources. Managers use HR techniques to improve performance, productivity, and profitability
11. Embedded HR teams
11.1. another approach that has HR generalists (also known as “relationship managers” or “HR business partners”) assigned to functional departments like sales and production
12. The Management Process topic مهم
12.1. Planning
12.1.1. involves establishing goals and standards; developing rules and procedures; developing plans and forecasts.
12.2. Organizing
12.2.1. involves giving each subordinate a specific task; establishing departments
12.3. Staffing
12.3.1. involves determining what type of people should be hired; recruiting prospective employees; selecting employees; setting performance standards
12.4. Leading
12.4.1. involves getting others to get the job done; maintaining morale, motivating subordinates.
12.5. Controlling
12.5.1. involves setting standards such as sales quotas, quality standards, or production levels; checking to see how actual performance compares with these standards; taking corrective action as needed.
13. concepts and techniques every manager needs
13.1. 1-Conducting job analyses (determining the nature of each employee’s job).
13.2. 2- Planning labor needs and recruiting job candidates.
13.3. 3- Selecting job candidates.
13.4. 4-Orienting and training new employees.
13.5. 5-Managing wages and salaries (compensating employees).
13.6. 6-Providing incentives and benefits.
13.7. 7-Appraising performance.
13.8. 8-Communicating (interviewing, counseling, disciplining).
13.9. 9-Training employees, and developing managers.
13.10. 10-Building employee relations and engagement.
14. In addition, what a manager should know about:
14.1. 1-Equal opportunity and affirmative action. 2-Employee health and safety. 3-Handling grievances and labor relations.
15. Why Is Human Resource Management Important to All Managers?
15.1. 1- To Avoid Personnel Mistakes 2-To Improve Profits and Performance 3-You May Spend Some Time as an HR Manager 4- HR for Small Business – you may end up as your own human resource manager
16. the two types of managers
16.1. * Authority is the right to make decisions, to direct the work of others, and to give orders. * Managers usually distinguish between line authority and staff authority.
16.2. 1- Line authority gives you the right to issue orders
16.3. 2- Staff authority gives you the right to advise others in the organization
17. Evidence-based human resource management –
17.1. is the use of data, facts, analytics, scientific rigor, critical evaluation, and critically evaluated research/case studies to support human resource management proposals, decisions, practices, and conclusions.
18. HR and Performance and Sustainability
18.1. It is about measuring companies in terms of maximizing profits but also on their environmental and social performance as well.
19. The New Human Resource Manager
19.1. The Society of Human Resource Management (SHRM) has a new “competency model” called the SHRM Body of Competency and Knowledge that itemizes what a New HR Manager needs
19.1.1. What should they be able to exhibit?
19.1.1.1. ● Leadership & Navigation ● Ethical Practice ● Business Acumen ● Relationship Management ● Consultation ● Critical Evaluation ● Global & Cultural Effectiveness ● Communication
19.1.1.2. ● Leadership & Navigation ● Ethical Practice ● Business Acumen ● Relationship Management ● Consultation ● Critical Evaluation ● Global & Cultural Effectiveness ● Communication
19.1.2. What basic functional areas of HR should they have command?
19.1.2.1. #1: Talent Acquisition & Retention #2: Employee Engagement #3: Learning & Development #4: Total Rewards #5: Structure of the HR Function #6: Organizational Effectiveness & Development #7: Workforce Management #8:Employee Relations #9: Technology& Data #10: HR in the Global Context #11: Diversity &Inclusion #12: Risk Management #13: Corporate Social Responsibility #14:U.S.Employment Law & Regulations #15: Business &HR Strategy