HRIR 201: Managing Human Resources & Industrial Relations

Week 12: Tuesday 5 June 2012

Organising HRM & IR Course lecturer: Jane Bryson

Recap
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. HRM, IR and the workplace Studying and thinking critically The NZ workplace context High performance workplace systems Skills in the workplace Employee engagement & voice at work Good work and good workplaces Diversity at work Green workplaces The business of HRM & IR Ethics and HRM & IR

This week
Organising HRM & IR
How is HRM & IR delivered in workplaces? What careers are possible in HRM & IR?
Ref: Bryson, Chapter 12 in Bryson & Ryan (2012)

Different ways of organising HRM services

Traditional HR functions - Traditional HRM departments are often organised around the functional areas of HRM Shared services - the combining or consolidation of services within a corporation Centres of excellence or expertise - comprise teams of experienced HR technical experts HR business partner HR expert working alongside business managers to facilitate the most appropriate HR service for each situation Outsourcing - Having certain tasks and operations in the organisation performed by other businesses

Managing without HR Managers

Four main barriers to good HR for line managers Lack of capacity Lack of competency Lack of support Unclear policies & practices

Delivering industrial relations in workplaces?

Unionised workplaces
Union members, delegates Union organiser (from union) Consultation and bargaining mechanisms with the employer

Non-unionised workplaces
Voice mechanisms? HR systems?

Becoming an HRM or IR professional

Entry level:
HR assistant, advisor, administrator, coordinator

Generalist roles and specialist roles

HR or recruitment or training/learning & development or payroll or employment relations

Ongoing professional development

HRINZ; other courses; new roles...

Getting a role
Uni Careers service; www.hrinz.org.nz , networks, experience while studying, online recruitment boards

What do employers look for in HRM graduates?

Interpersonal skills Written communication skills Oral skills able to clearly articulate your message Common sense Fairness Able to think logically; analytical and conceptual skills Organised, attentive to detail Interested in ongoing learning Life skills, well rounded Adaptable can do attitude

Competencies of HRM practitioners

Competency is the ability of an individual to perform a job properly. There are five core competencies of HRM practitioners: Business knowledge HR delivery Personal credibility Strategic contribution Business technology
(Source: HRINZ)

What do HRM practitioners get paid?

Source: Strategic Pay New Zealand Remuneration Report, September 2011

 Careers what have VUW HRIR graduates done?

http://www.victoria.ac.nz/st_services/careers/resources/ career_publications/career_view/hrm_and_ir.pdf

Consider HRINZ student membership or using their website:

http://www.hrinz.org.nz/Site/My_HR_Career/HR_Studen ts/default.aspx

HRIR 201: Managing Human Resources & Industrial Relations

Week 12: Thursday 7 June 2012
HRM & IR: what weve done the last 12 weeks & Exam tips Course lecturer: Jane Bryson

BCA HRIR (major)

HRIR 201; MGMT 202 HRIR 320; three further courses from HRIR 300-399 Plus 1 more course from: HRIR 300-399, or MGMT 300-399, or COML 302, or ECON 333
You can have a minor in your degree (eg in MGMT, MARK, COML etc)

Or you can do BCA HRIR (major) and PSYC (minor), and various other combinations VUW course information links:
http://www.victoria.ac.nz/vms/study/subjects/hrir.aspx

HRIR major attributes

Demonstrate knowledge of, and the implications of, different perspectives of the employment relationship Critically analyse and solve workplace issues Apply HRM and IR competencies to contribute to organisational capability and worker wellbeing Identify issues and interactions between local and global employment relations and work environments

HRIR at 300 level

2012 (2nd Trimester) HRIR 306: Remuneration & Performance Management Geoff Plimmer HRIR 307: Human Resource Development Richard Norman HRIR 304: Workplace Industrial Relations not offered in 2012 HRIR 320*: Strategic Issues in HRIR Richard Norman (*this course is mandatory in the major and it requires you to have already completed 2 HRIR 300 level courses) 2013 (1st Trimester) HRIR 302: Managing Employment Agreements Stephen Blumenfeld

HRIR 303: International Employment Relations Noelle Donnelly

HRIR 305: Employee Recruitment & Selection Jane Bryson

The last 12 weeks your increasing HRM & IR knowledge

1. HRM, IR and the workplace
HRM - micro focus on managing behaviour; IR macro focus on workplace regulations, balancing power The employment relationship

2. Studying and thinking critically

theory, ideology, and questioning assumptions Pluralist vs unitarist; scientific management/taylorism; theories of motivation and of equity.

3. The NZ workplace context

legal/regulation/IRER framework- Employment Relations Act 2000 and other workplace acts; trade unions; collective bargaining economic, social/demographic the labour market and labour force participation rates

4. High performance workplace systems

bundles of HRM practices that raise productivity in the workplace worker participation in decisions, increasing skills, and incentivising effective participation. Challenges for HRM and IR to implement these systems for employee well being as well as organisational outcomes.

5. Skills in the workplace

where do they get developed and how? And who invests in/pays for them? National VET infrastructure (ITOs, apprenticeships, industry training, unit standards and NZNQF), organisational responses and individual challenges.

6. Employee engagement & voice at work

having a say direct & indirect voice; employee engagement (involved, empowered, committed) we know what makes for good organisations that workers want but why dont we achieve them?

7. Good work and good workplaces

Good work (job design, work processes, resources, support) good workplaces (HR practices to create and support good work, good management behaviour), International Decent Work agenda of the ILO.

8. Diversity at work
seeking equity/fairness. Evolution from an equal rights and equal treatment focus in the 60s and 70s, to EEO and managing diversity to focus on equitable outcomes for different groups. Ongoing change ageing and ethnic diversity in society.

9. Green workplaces
3 pillars of sustainable development: economic, social and environmental. The need for buy-in and support of workers for sustainability and thus good HRM & IR practices (involving, empowering).

10. The business of HRM & IR

HRIR mechanisms of informal and formal influence in workplace. Informal through building credibility & trust expert power. Formal through HR strategy, business case (IR collective bargaining; partnership).

11. Ethics and HRM & IR

Action guiding principles to balance the different or competing interests in a situation. Can include consideration of duties, rights, and consequences. The inherent tension in the HRM role whose interests take precedence (the employer/organisation or the worker?).

12. Organising HRM & IR

Different configurations of HRM delivery in organisations with or without HR managers

Exam details
Dont panic Be a few minutes early Wednesday 20 June, 9.30 am, Kelburn campus Check the timetable & the exam room you are in through the My Victoria site Closed book exam; two hours

Exam tips: Exam Overview

2 hour exam Reading exam 5-10 mins (approx) Look through the paper and get the feel of it. Make notes as you go and make a plan of attack Plan to do the easy questions first Part 1: Short answers (worth a total of 40 marks) 10 questions (4 marks per question), 1 Hour 20 minutes (approx 8 mins per question) Part 2: Essay question (worth 10 marks) 20-30 minutes (approx)

Review/ Edit 5-10 mins (approx)

Exam tips
Analyse question and be clear on what is being asked.
Write down as much relevant information as you can in relation to the question You will be marked in terms of the relevant points you make

Be concise - You can use bullet points.