High Performance Human

Resources
Dr. Merwyn Strate
 Module 1
Introduction to Certified Human Resources Professional
Certified Human Resources Professional

• What is a Certified Human Resources Professional?

• The benefits of Certified Human Resources Professional
• Importance of Certified Human Resources Professional
What is a Certified Human Resources Professional?

• Certified Human Resources Professional (CHRP) is a human resources

professional who has earned a certification through a professional organization,
such as the Society for Human Resource Management (SHRM) or the Human
Resources Professionals Association (HRPA).
• To become a CHRP, an individual must meet certain educational and experience
requirements and pass a certification exam. The certification process is designed
to ensure that HR professionals have a comprehensive understanding of the field
and are equipped to provide high-quality HR services to their organizations.
• Certification as a CHRP demonstrates a commitment to the profession and a
dedication to ongoing learning and development. It can also enhance an
individual's career opportunities and earning potential within the field of human
resources.
Certified Human Resources Professional
• A Human Resources Professional is an individual who works in
the field of human resources and is responsible for managing
various aspects of employee relations within an organization.
Evolution of Human Resources video
• Early beginnings during the industrial revolution
• As businesses grew, they required many specialized support
functions
• One was industrial relations or personnel

• Standards, and courses of study developed over time

• American Society for Personnel Administration in 1948
• Began as a volunteer organization
• Defined five characteristics that made personnel a profession
Characteristics of the HR profession
• HR would need to require full-time practice
• The HR profession must be defined by a common body of
knowledge that defines a course of study at educational
institutions
• There must be a national professional association that
represents the views of practitioners in the larger business
community and in the legislative process
• There must be a certification program for HR professionals
• There must be a code of ethics for the HR profession
 Developing the HR body of knowledge
(BOK)
• Six functional areas of BOK:
• Employment, placement and personnel planning
• Training and Development
• Compensation and benefits
• Health, safety, and security
• Employee and labor relations
• Personnel research (management practices)
The key roles and responsibilities of a Human Resources
Professional may include:

• Recruitment and Selection: This involves developing job postings,

screening resumes, conducting interviews, and making hiring decisions to
ensure that the organization has a competent and diverse workforce.

• Employee Onboarding and Orientation: This involves ensuring that new

employees are properly integrated into the organization, including
providing them with training, orientation, and other necessary resources.

• Employee Relations: This involves managing the relationship between the

organization and its employees, including handling employee grievances,
resolving conflicts, and ensuring that workplace policies and procedures
are being followed.
The key roles and responsibilities of a Human Resources
Professional may include:

• Compensation and Benefits Administration: This involves developing and administering

compensation and benefits programs to attract and retain employees, while also ensuring
compliance with legal and regulatory requirements.

• Performance Management: This involves developing and administering performance management

systems to evaluate employee performance, provide feedback, and identify opportunities for
improvement.

• Training and Development: This involves developing and delivering training programs to enhance
employee skills and knowledge, while also supporting career development and succession
planning.

• Compliance: This involves ensuring that the organization is in compliance with legal and regulatory
requirements related to employment, including equal employment opportunity, labor laws,
and workplace safety.
The key roles and responsibilities of a Human Resources
Professional may include:

• The certification process for becoming a Certified Human Resources

Professional (CHRP) varies depending on the professional organization that
grants the certification. However, here is a general overview of the process:

Requirements:
To qualify for CHRP certification, an individual must typically meet certain
educational and experience requirements, which vary by organization. For
example, the Society for Human Resource Management (SHRM) requires
applicants to have a minimum of a bachelor's degree and at least three years of
experience in an HR-related role, while the Human Resources Professionals
Association (HRPA) requires a combination of education and experience.
Becoming a Certified Human Resources
Professional (CHRP) benefits:
• Increased job opportunities: CHRP certification demonstrates a commitment to the HR
profession and a dedication to ongoing learning and development, which can make
candidates more attractive to potential employers. Higher salaries: CHRP certification can
lead to higher salaries for HR professionals

• Greater recognition in the field: CHRP certification is a recognized standard in the HR

profession, and it can help HR professionals gain greater recognition and respect from
colleagues, employers, and clients.

• Enhanced credibility: CHRP certification demonstrates a level of expertise and knowledge in

the HR field, which can enhance an individual's credibility and reputation as an HR
professional.

• Professional development opportunities: Maintaining CHRP certification requires

ongoing professional development, which can help HR professionals stay up-to-date on the
latest trends and best practices in the field.
Module 2: Basics of Certified Human
Resources Professional

• Roles and responsibilities of an HR professional

• Strategic and administrative role
• Organisational goals and expectations
• Management versus employee expectations
• Key outcome and results
• HR professional on the global stage
Strategic HRM
Human Resources and Company Performance 1 of 3

Human capital – an
organization’s employees
described in terms of their: The concept of HRM implies that
employees are resources of the
• training employer.
• experience
• judgment
• intelligence
• relationships
• insight
Impact of HRM

Jump to Appendix 1 long

image description
Human Resources and Company Performance 2 of 3

HRM and Sustainable Competitive Advantage

• An organization can succeed if it has sustainable
competitive advantage.
• HR give organizations advantages because human
resources are valuable, cannot be imitated, have no
good substitutes and with needed skills and
knowledge are sometimes rare.
Human Resources and Company Performance 3 of 3

High-Performance Work System

An organization in which technology, organizational
structure, people, and processes all work together to give
an organization a competitive advantage.
Responsibilities of Human Resource Departments

HR Product Lines

• Administrative services
Administrative and
services and transactions
transactions

• Business partner
Businessservices
partner services

• Strategic partner
Strategic partner
Responsibilities of HR Departments
Function Responsibilities
Analysis and design of work Work analysis; job design; job descriptions
Recruitment and selection Recruiting; job postings; interviewing; testing; coordinating use of temporary labor
Training and development Orientation; skills training; career development programs
Performance management Performance measures; preparation and administration of performance appraisals;
discipline
Compensation and benefits Wage and salary administration; incentive pay; insurance; vacation leave administration;
retirement plans; profit sharing; stock plans
Employee relations Attitude surveys; labor relations; employee handbooks; company publications; labor law
compliance; relocation and outplacement services
Personnel policies Policy creation; policy communication
Employee data and Record keeping; HR information systems; workforce analytics
information systems
Compliance with laws Policies to ensure lawful behavior; reporting; posting information; safety inspections;
accessibility accommodations
Support for strategy Human resource planning and forecasting; talent management; change management
Responsibilities of Human Resource Departments

Job Analysis
Process of getting
detailed information
about jobs.

Job Design
Process of defining the
way work will be
performed and the tasks
© Lars A. Niki RF

that a given job requires.

Responsibilities of Human Resource Departments

Recruitment Selection
The process through The process by which
which the organization the organization
seeks applicants for attempts to identify
potential employment. applicants with the
necessary knowledge,
skills, abilities, and
other characteristics
that will help the
organization achieve its
goals.
Responsibilities of Human Resource Departments

Which of the following are top qualities employers

look for in employees?
1. Teamwork skills
2. Decision making, problem solving
3. Planning, prioritizing tasks
4. Verbal communication skills
5. Gathering/processing information
6. All the above
Responsibilities of Human Resource Departments

Training Employees Development

A planned effort to Acquisition of
enable employees to knowledge, skills, and
learn job-related behaviors that improve
knowledge, skills, and an employee’s ability to
behavior. meet changes in job
requirements and in
customer demands.
Responsibilities of Human Resource Departments

Performance Management – The process of

ensuring that employees’ activities and outputs
match the organization’s goals.

• HR may be responsible for developing or obtaining

questionnaires and other devices for measuring
performance.
Responsibilities of Human Resource Departments

Administering Pay &

Planning Pay & Benefits Benefits
 How much salary, wages  Systems for keeping track
bonuses, commissions, of employees’ earnings
and other performance- and benefits are needed.
related pay to offer  Employees need
 Which benefits to offer information about their
and how much of the cost benefits plan.
will be shared by  Extensive record keeping
employees and reporting is needed.
Responsibilities of Human Resource Departments

Maintaining Positive Employee Relations

• Preparing and distributing employee handbooks and
company publications
• Dealing with and responding to communications from
employees’ questions
• Negotiating union contracts and maintaining
communication with union representatives
Responsibilities of Human Resource Departments

Establishing and Administering Personnel Policies

• hiring
• discipline
• promotions
• benefits

HR personnel communicate through a variety of

channels.
Responsibilities of Human Resource Departments

Managing and Using Human Resource Data

• Workforce Analytics - use of quantitative tools and
scientific methods to analyze data from human resource
databases and other sources to make evidence-based
decisions that support business goals.
Responsibilities of Human Resource Departments

Ensuring Compliance with Labor Laws

• Government requirements include:
 filing reports and displaying posters
 avoiding unlawful behavior
• Managers depend on HR professionals to help them keep
track of these requirements.
• Lawsuits will continue to influence HRM practices
concerning job security.
• Employment at will, age discrimination, etc.
Responsibilities of Human Resource Departments

Supporting the Organization’s Strategy

HR planning – identifying the numbers and types of
employees the organization will require to meet its
objectives.
Talent Management- a systematic, planned effort to attract,
retain, develop, and motivate highly skilled employees and
managers.
Evidence-based HR– Collecting and using data to show that
human resource practices have a positive influence on the
company’s bottom line or key stakeholders.
Responsibilities of Human Resource Departments

Supporting the Organization’s Strategy

Corporate Social Responsibility
A company’s commitment to meeting the needs of its
stakeholders.
Stakeholders
The parties with an interest in the company’s
success (typically, shareholders, the community,
customers, and employees.)
Sustainability
An organization’s ability to profit without depleting its
resources, incl. employees, natural resources, and
support of surrounding community.
Skills of HRM Professionals

SHRM Success Categories

• Define knowledge and skills associated with
success in HRM
• Four clusters of categories
• technical
• interpersonal
• business
• leadership
Competencies for
HR Professionals

Jump to Appendix 2 long image

description
 Human Resource Management

HR Planning
Strategic HR planning; job
design

Retaining employees
Compensation; Attracting employees
maintenance; labor Recruiting; selecting
relations; separation

Developing employees
Training & development;
performance appraisal
HR Planning
• Planning for the future personnel needs of an organization
• Taking into account both internal activities and factors in the
external environment
Roles and responsibilities of an HR
professional

Strategic and administrative role

Organisational goals and expectations
Management versus employee expectations
Key outcome and results
Strategic and administrative role

• The translation of the business strategy into the competitive HR Strategy is a tough
strategic mission for Human Resources. The HR Team has to identify the key
challenges in the business strategy and has to prepare the HR plan for the development
of the human capital in the organization. The HR Team has to influence the top
management as it sets the right priorities for the line management.
• The strategic role of HR brings a huge shift in the roles and responsibilities of HR. The
HR Professionals start sharing goals and objectives with the line management. The HR
Professionals are required to lead cross-functional strategic initiatives. HR is required to
bring proposals and take actions to make the organization efficient and competitive.
• The strategic role is in the pro-active approach. The HR Professional has to be a real
business entrepreneur. The professional has to identify all opportunities for new initiatives
and improvements. Today, the organizations are more efficient, but they are not perfect.
Each successful HR Professional can identify opportunities for the improvement. Each HR
Team has to be centered about employees and the performance of employees.
Organizational goals and expectations

As the world heads into even more uncharted waters, these five
goals should be at the top of every HR professional’s list for
2023:
• 1. Build a global change management strategy
• 2. Develop effective and future-ready leaders
• 3. Improve remote and hybrid workplace culture
• 4. Invest in competitive compensation and benefits
• 5. Leverage HR tech and automation to increase HR efficiency
Management versus employee expectations
Key outcome and results
• HR OKRs (Objectives and Key Results) help HR teams set structured and data-
driven goals and help them quantify their results. It provides a framework for
establishing human resource objectives, observing key results, and achieving
goals within the HR function that impact the organizational goals.
• Objectives – An objective describes a measurable action that an employee
needs to take to achieve something in the future. It describes where you want to
go. 
• Key Results – A set of metrics that are used to measure how you are tracking
where you are with the objective. It describes how you will get to your objective.
• Initiatives – All the activities and tasks that will help you achieve your key result.
• Good objectives and key results should be ambitious to push the company to the
next level. Objectives communicate an ambitious vision, while key results
measure your progress towards that objective. This means that key results can
be measured on different scales (e.g. from 0 to 1.0, from 0% to 100%, but also in
dollars or euro amounts, depending on the KPI that was set).
HR professional on the global stage
HRM in a Global Environment
• Most companies now function in global markets
• Exporting
• building facilities
• Entering alliances
• Trade agreements facilitate global activities
• NAFTA
• WTO
HRM in a Global Environment

As companies in U.S. and

Britain cut software jobs and
outsource to other countries
in order to drive down costs,
countries such as India
continue to see employment
rise.
HRM in a Global Environment
Employees in an International Workforce
• Parent-country – the country in which the organization’s
headquarters is located
• Host-country – country (other than the parent country) in which
an organization operates a facility
• Third-country – a country that is neither the parent country nor
the host country
• Expatriates – employees assigned to work in another country
Levels of Global Participation
HRM in a Global Environment
Employers in the Global Marketplace
• International organization –sets up operations in one or more
foreign countries.
• Multinational company –builds facilities in a number of different
countries in an effort to minimize production and distribution
costs.
• Global organization – locates a facility based on the ability to
effectively, efficiently, and flexibly produce a product or service,
using cultural differences as an advantage.
HRM in a Global Environment
Transnational HRM system:
• Makes decisions from a global perspective
• Includes managers from many countries
• Based on ideas contributed by people representing a
variety of cultures
Decisions that are the outcome of a transnational HRM
system balance uniformity with flexibility.
Factors Affecting HRM in International Markets

Culture – a community’s set of shared

assumptions about how the world works and what
ideals are worth striving for.
 Greatly affects a country’s laws.
 Cultural influences may be expressed through
customs, languages, religions, and so on.
 Influences what people value, so it affects people’s
economic systems and efforts to invest in education.
 May determine effectiveness of HRM practices.
Hofstede’s Five Dimensions of Culture
1.Individualism/Collectivism Strength of the relation between an
individual and other individuals in the
society.
2. Power Distance Way the culture deals with unequal
distribution of power and defines the
amount of inequality that is normal.
3. Uncertainty Avoidance How cultures handle the fact that the
future is unpredictable.
4. Masculinity/Femininity Emphasis a culture places on practices
or qualities that have traditionally been
considered masculine or feminine.
5. Long-term/Short-term Suggests whether the focus of cultural
Orientation values is on the future (long term) or the
past and present (short term).
Factors Affecting HRM in International Markets

In Taiwan, a country that is

high in collectivism, coworkers
consider themselves more as
group members instead of
individuals.
Factors Affecting HRM in International Markets

Culture (Continued)
• Organizations must prepare managers to recognize and handle
cultural differences.
• Recruit managers with knowledge of other cultures
• Provide training
• For expatriate assignments, organizations may need to conduct
an extensive selection process to identify individuals who can
adapt to new environments.
Factors Affecting HRM in International Markets

Education and Skill Levels

• U.S. has a growing need for knowledge workers.
• Spending on education is greater per pupil in high-income
countries than in poorer countries.
• Countries need to foster economic development by expanding
access to education, thus creating a large trained workforce.
• In countries with a poorly educated population, companies will
limit their activities to low-skill, low-wage jobs.
Factors Affecting HRM in International Markets

Economic System
• An economic system provides many incentives or disincentives
for developing the value of the labor force.
• In developed countries with great wealth, labor costs are
relatively high, impacting compensation recruiting and selection
decisions.
• Income tax differences between countries make pay structures
more complicated when they cross national boundaries.
Factors Affecting HRM in International Markets

Political-Legal System
• Country’s laws often dictate requirements for HRM practices:
training, compensation, hiring, firing, and layoffs.
• An organization that expands internationally must gain
expertise in the host country’s legal requirements and ways of
dealing with its legal system.
• Organizations will sometimes hire host- country
nationals to help in the process.
HR Planning in a Global Economy
• Relevant human resource issues: local market pay rates
and labor laws.
• HR planning includes where and how many employees are
needed for each international facility.
• Decisions about where to locate include considerations such
as cost and availability of qualified workers which must be
weighed against financial and operational requirements.
• Outsourcing may be involved.
HR Planning in a Global Economy

Criteria for selection of employees for foreign

assignments
1. Competency in employee’s area of expertise
2. Ability to communicate verbally and nonverbally in the foreign
country
3. Flexibility, tolerance of ambiguity, and sensitivity to cultural
differences
4. Motivation to succeed and enjoyment of challenges
5. Willingness to learn the foreign country’s culture, language,
and customs
6. Support from family members
HR Planning in a Global Economy

© Rob Brimson/The Image Bank/Getty Images

Qualities associated with success in foreign
assignments are the ability to communicate in the
foreign country, flexibility, enjoying a challenging
situation, and support from family members.
Emotional Stages Associated with a Foreign Assignment
Test Your Knowledge
Rachel, an expatriate working in Japan is feeling very
uncomfortable in her surroundings. She often feels as if
she has said the wrong thing. Rachel is most likely in
which emotional stage of expatriation:
a) Honeymoon
b) Culture shock
c) Learning
d) Adjustment
Training and Developing a Global Workforce

• Training and development programs should be effective

for all participating employees, regardless of their country
of origin.
• When organizations hire employees to work in a foreign
country or transfer them to another country, the employer
needs to provide employees with training in how to
handle the associated challenges.
Training and Developing a Global Workforce

Training Programs for an International Workforce

1. Establish the objectives for the training and its content

2. Developers should next ask what training techniques,
strategies, and media to use
3. Developers should identify any other interventions and
conditions that must be in place for the training to meet its
objectives
4. Developers should identify who in the organization should be
involved in reviewing and approving the training program
Effects of Culture on Training Design
Cultural Dimension Impact On Training
Individualism Culture high in individualism expects participation in
exercises and questioning to be determined by status in the
company or culture.
Uncertainty Culture high in uncertainty avoidance expects formal
avoidance instructional environments. There is less tolerance for
impromptu style.
Masculinity Culture low in masculinity values relationships with fellow
trainees. Female trainers are less likely to be resisted in low-
masculinity cultures.
Power distance Culture high in power distance expects trainers to be experts.
Trainers are expected to be authoritarian and controlling of
session.
Time orientation Culture with a long-term orientation will have trainees who
are likely to accept development plans and assignments.

Source: based on B. Filipczak, “Think Locally, Act Globally,” Training, January 1997, pp. 41-48.
Training and Developing a Global Workforce
Cross-Cultural Preparation
1.Preparation for departure—language instruction and an
orientation to the foreign country’s culture.
2.The assignment itself—some combination of a formal program
and mentoring relationship to provide ongoing further information
about the foreign country’s culture.
3.Preparation for the return home—providing information about the
employee’s community and home-country workplace (from
company newsletters, local newspapers, and so on).
Test Your Knowledge
Employees from a high-power distance culture
would feel most comfortable in a training class
that:
a) Involved several group activities with classmates
b) The teacher was the expert and responded
definitively to all questions
c) The teacher acted as a facilitator of group
discussion
d) None of these
Foreign Assignments
• Would you consider taking a foreign assignment
for a 6 months to 1 year duration?
A = YesB = No

• Before you took on a foreign assignment, what

would you want to know?
Cross-Cultural Preparation
• Training to prepare employees and their family
members for an assignment in a foreign country.
• Covers all three phases of an international
assignment:
1. Preparation for departure
2. The assignment itself
3. Preparation for the return home
Performance Management Across National Boundaries

When establishing Differences may include:

performance management  Which behaviors are
methods in other countries, rated
consider:  How and the extent to
 Legal requirements which performance is
 Local business measured
practices  Who performs the rating
 National cultures  How feedback is
required
Compensating an International Workforce

Pay Structure
• Market pay structures can differ substantially across countries in
terms of both pay level and relative worth of jobs.
• Dilemma for global companies:
• Should pay levels and differences reflect what workers
are used to in their own countries?
• Should pay levels and differences reflect the earnings
of colleagues in the country of the facility, or earnings at
the company headquarters?
Earnings in Selected Occupations in Three Countries

Source: Wage and hour data from International Labour Organization, LABORSTA Internet, http://laborsta.ilo.org, accessed June 20, 2016.
Compensating an International Workforce
Pay Structure
• Compensation decisions affect a company’s costs and ability to
compete.
• When comparing wages, companies must also consider
differences in education, skills, and productivity
• Cultural and legal differences also can affect pay structure.
Compensating an International Workforce
Incentive Pay
• Organizations must make decisions with regard to incentive pay,
such as bonuses and stock options
• United States and Europe differ in the way they award stock
options
Employee Benefits
• Decisions about benefits must take into account the laws of
each country involved, as well as employees’ expectations and
values in those countries.
Managing Expatriates

Selecting Expatriate Managers

• Expatriate managers need technical competence in the area of
operations.
• Adapting to a new culture requires abilities to:
1. Maintain a positive self-image and feeling of well-being
2. Foster relationships with host-country nationals
3. Perceive and evaluate the host country’s environment accurately
Selected Topics for Assessing Candidates for Overseas
Assignments

Motivation
•What are the candidate’s reasons and degree of interest in wanting an
overseas assignment?
•Does the candidate have a realistic understanding of what is required
in working and living overseas?
•What is the spouse’s attitude toward an overseas assignment?
Health
•Are there any health issues with the candidate or family members that
might impact the success of the overseas assignment?
Language ability
•Does the candidate have the potential to learn a new language?
•Does the candidate’s spouse have the ability to learn a new
language?
Selected Topics for Assessing Candidates for
Overseas Assignments
Family considerations
•How many moves has the family made among different cities or parts of the United States?
What problems were encountered?
•What is the spouse’s goal in this move overseas?
•How many children are in the family and what are their ages? Will all the children move as part
of the overseas assignment?
•Has divorce or its potential, or the death of a family member had a negative effect on the
family’s cohesiveness?
•Are there any adjustment problems the candidate would expect should the family move
overseas?
Resourcefulness and initiative
•Is the candidate independent and capable of standing by his or her decisions?
•Is the candidate able to meet objectives and produce positive results with whatever human
resources and facilities are available regardless of challenges that might arise in a foreign
business environment?
•Can the candidate operate without a clear definition of responsibility and authority?
•Will the candidate be able to explain the goals of the company and its mission to local
managers and workers?
•Does the candidate possess sufficient self-discipline and self-confidence to handle complex
problems?
•Can the candidate operate effectively in a foreign country without normal communications and
supporting services?
Selected Topics for Assessing Candidates for
Overseas Assignments
Adaptability
•Is the candidate cooperative, open to the opinions of others, and able to compromise?
•How does the candidate react to new situations and efforts to understand and appreciate
cultural differences?
•How does the candidate react to criticism, constructive or otherwise?
•Will the candidate be able to make and develop contacts with peers in a foreign country?
•Does the candidate demonstrate patience when dealing with problems? Is he or she resilient
and able to move forward after setbacks?
Career planning
•Does the candidate consider the assignment more than a temporary overseas trip?
•Is the overseas assignment consistent with the candidate’s career development and one that
was planned by the company?
•What is the candidate’s overall attitude toward the company?
•Is there any history or indication of interpersonal problems with this candidate?
Financial
•Are there any current financial and/or legal considerations that might affect the assignment
(e.g., house or car purchase, college expenses)?
•Will undue financial pressures be put upon the candidate and his or her family as a result of an
overseas assignment?
Managing Expatriates

Selecting Expatriate Managers continued

• Employees preparing for foreign assignments need
• Cross-cultural training in how to behave in business
settings in another country
• Information about such practical matters as housing,
schools, recreation, shopping, and health care facilities
• Potentially learning a new language
• Career development activities and coaching
• Help navigating challenges
Managing Expatriates
• Performance management requires
• Clear goals
• Frequent evaluation of whether the expatriate employee is on
track to meet those goals
• Communication technology – email and teleconferencing
Managing Expatriates
Compensating Expatriates
• Balance sheet approach – adjusts manager’s compensation so
that it gives the manager same standard of living as in the home
country plus extra pay for inconvenience of locating overseas.
 Involves an effort by the global organization to
ensure that its expatriates are made whole.
 Most organizations use this approach.
Balance Sheet for Determining Expatriate Compensation
Managing Expatriates
After setting total pay, organization divides this
amount into four components of total pay package:
1. Base salary
2. Tax equalization allowance
3. Benefits
4. Allowances
 Case Examples, Materials and Video
• Intro to HR video v1
• History of HR video v1
• Contrasting HR Strategies
 Next time -Module 3: Hiring and Recruiting

• Job analysis and evaluation

• Designing job description
• Recruiting candidates
• Assessments and selection process
• Interviewing techniques
• Designing and developing an interview process
• Succession planning and career development