J. Selye University, Komárno (Slovakia)

J. Selye University, Komárno (Slovakia)

J. Selye University Komárno (Slovakia) Patterns of Human Resource Issues Coming From the USA Allen D. Engle, Sr. Foundation Professor of Management Harold Glenn Campbell Endowed Chair of International Business Eastern Kentucky University 23 May, 2018

Try Anything • Broad experimentation in HRM in US • Innovation • Testing truisms • Pilot studies, careful assessment, ramp up • Teams of HR practitioners and line mangers • Project, project, projects

Context of HRM in US • Economy • Legalenvironment • Demography • Employment • US business culture

Economy • Interest rate movement? Federal Reserve uncertainty • Merger pause? • Market share prices vs. stagnant wages • Automation, artificial intelligence and jobs • Uber-ization of labor activities Apps and work

Legalenvironment • U.S. Department of Justice and mergers – unpredictable populists • General hands off of business • Immigration enforcement – beyond talk now • Tax reform effects appear next year

Demography • Aging population meets old-fashioned national quota immigration system • Why go to school? Trade school • Moves to the West • Learn to speak Spanish

Employment • Hiring, but what kind of jobs? • Multiple part time jobs • Health insurance – Obamacare in limbo • Union employment still flat

Business culture • Outsourcing and contractual complexities • Globalization, but in American terms • Small businesses under pressure • Service, knowledge work and financial sectors • Banking; back to business

Evolution of U.S. Big Business • 1915: Workshop to the world – scientific production and Taylorism • 1947: Postwar monopoly, stumbling into hegemony, the MNEs • 1973: the end of monopoly, energy crisis, Germany and Japan • 1990: Changes I. The end of World War One, the rise of China, the rush into the new markets • 2001-2008: Changes II. Shocks, confusion and limitations to free markets? Wide mood swings.

SMEsin US U.S. definition is 500 or fewer employees, European definitions around 250 • Major private employer in the U.S. • 64% of new private sector jobs • 43% of private sector payroll • 43% of high-tech employment • 33% of exporting value

Four Work Trends • Talent Management • Big Data • Diversity (Reactive and Proactive) • Virtual Work (Automation and Employment)

Talent Management • Why? • Lack of clarity on a definition • Individual or organizational? • elitist or egalitarian? • Talent shortages • Talent metrics • Talent life cycle: emergence and obsolescence

Talent and Performance • The changing nature of work: Performance discretion • Performance metrics: Wayne Cascio(University of Colorado at Denver) and Herman Aguinis(George Washington University)

Big Data • Started out “pointed” at customers and marketing analysis • Mosaic of you: model, predict and influence • Now: Internally focused on employees • Unit of analysis aside (the history of jobs) • Early on: Only begun to see where this can go

Diversity • Gender and the workplace • Reactive “the Weinstein effect” • Proactive beyond goals and timetables • Not connected to federal government actions (or is it?) • International global mobility (legal, grey and illegal) • Language and Nationality (melting pot or chunky goulash?)

Where Do We Work? • Automation – the end of industrialization (but not in Germany or China) • Forms and locations of work – Person in Context aside (the history of HR) • Virtual team work (fidelity, overcoming adversity and human trust) • Virtual expatriation? • John Boudreau (University of Southern California, Marshall School, Center For Effective Organizations)

Your Turn • Agree, disagree, indifferent? • Any trends or patterns in Slovakia you would care to share?

Final Thoughts Thank you for your attention Köszönöm a figyelmet

J. Selye University, Komárno (Slovakia)