1. Human Resource Management

13. -developing leadership capability in managers and supervisors -talent retention (from shortages in skilled labor) -success planning (with baby boomers retiring) -more strategic approach to HR (knowledge economy elevates importance of human capital) -greater take up of more sophisticated e - learning -strategies for increasing employee engagement Current or emerging trends in HRM

18. Child Care Child care is and will continue to be a major, often heartrending subject for working parents. As the national workforce ages and the number of women of childbearing age levels off in the next five years, the demand for child care may lessen. But access to quality child care will continue to be a major issue for working moms and their employers. One of the major problems for working parents is what to do when the babysitter is sick or doesn’t show up, or the regular preschool is closed for a holiday or vacation break. She expects that an increasing number of companies will offer backup-care arrangements that employees can use in the event of emergencies. "Employees often are willing to pay a fee for the care, so all the company may have to provide is the space,". A related trend may be the rise of contractors that provide innovative activities for company-sponsored day care, such as theater classes for kids

23. Supply of Employees Demand for Employees

39. Type Includes General Communication skills, computer systems application and programming, customer service, executive development, management skills and development, personal growth, sales, supervisory skills, and technological skills and knowledge Specific Basic life/work skills, creativity, customer education, diversity/cultural awareness, remedial writing, managing change, leadership, product knowledge, public speaking/presentation skills, safety, ethics, sexual harassment, team building, wellness, and others

42. Method Advantage Disadvantage Written essays Simple to use More a measure of evaluator ’ s writing ability than of employee ’ s actual performance Critical incidents Rich examples; behaviorally based Time-consuming; lack quantification Graphic rating scales Provide quantitative data; less time-consuming than others Do not provide depth of job behavior assessed BARS Focus on specific and measurable job behaviors Time-consuming; difficult to develop Multiperson comparisons Compares employees with one another Unwieldy with large number of employees; legal concerns MBO Focuses on end goals; results oriented Time-consuming 360-degree appraisals Thorough Time-consuming

55. Role of HR Executives

60. HR Strategic Architecture HR Function HR professionals with strategic competencies to deliver products/services that drive organizational success HR System Performance driven, strategically aligned policies & practices Human Performance Strategically focused competencies, motivation, skills, capabilities