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Human Resources Planning

Human Resources Planning

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Chapter 9 Human Resource Management

Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.1 ©2005 Pearson Education Canada, Inc.

Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.2 ©2005 Pearson Education Canada, Inc.

The integration of all processes, programs, and systems in an Human Resource Management organization that ensure staff are acquired and used in an effective way

Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.3 ©2005 Pearson Education Canada, Inc.

Strategic Human Resource Management (Exhibit 9-1)

HR planning Recruitment Selection Organizational and work design Training and development Performance review Compensation Labour relations

Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.4 ©2005 Pearson Education Canada, Inc.

Strategic Importance of HRM

Can establish an organization’s sustainable competitive advantage

Shortfall of 500 million workers

Requires fundamental change in how managers think about employees

Partners and Investments

Need to consider outsourcing certain HR transactions

But then what does the HR dept. do?

Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.5 ©2005 Pearson Education Canada, Inc.

Legal Environment of HRM

Federal and provincial governments influenced HRM through laws and regulations

Huge increase in this since 1960’s

Employers must ensure that managers understand their obligations and comply Four primary areas of employment legislation

Lets look at the Main One

Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.6 ©2005 Pearson Education Canada, Inc.

Human Rights Legislation
 


Has the most impact on HR decisions Protects individuals and groups from discrimination Protects employees from harassment--both workplace and sexual Consider the time, (which translates to money), that managers spend on HRL

Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.7 ©2005 Pearson Education Canada, Inc.

Other Employment Legislation

Employment standards

Basic or minimum employment conditions in an organization

Minimum wage, hours of work, OT pay

Health and safety
 

Healthy and Safe work Environment On the Job Injuries Relationship between union and employer Not all organizations are covered by Labour Relations

Labour relations
 

Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.8 ©2005 Pearson Education Canada, Inc.

Global Laws and HRM

Laws and regulations are not the same throughout the world

Working Conditions, Pay, H&S

Important for manage to know the legislation in the country in which they are working

Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.9 ©2005 Pearson Education Canada, Inc.

Human Resource Planning
Assessing Current Human Resources Assessing Future Human Resource Needs

Developing a Program to Meet Needs
FOM 9.10

HR Planning
  

We have found the gap, how do we fill this void? How much time should we spend on identifying the right person? Lets follow the trail of what it takes to hire a new team member in an oganization.

Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.11 ©2005 Pearson Education Canada, Inc.

Recruitment

Process of locating, identifying, and attracting capable candidates
Can be for current or future needs Critical activity for some corporations. What sources do we use for recruitment

  

Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.12 ©2005 Pearson Education Canada, Inc.

Internal Searches

School Placement

Employee Referrals

Employee Leasing

Recruitment Sources

Temp Services

Employment Agencies

Advertisements

FOM 9.13

Selection
  

Prediction exercise

Thus, Not Perfect

Decision-making exercise Purpose is to hire the person(s) best able to meet the needs of the organization Tied Back to Strategy

Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.14 ©2005 Pearson Education Canada, Inc.

Selection

Are there ways that managers can ensure that the decision achieves the desired outcome? (time and time again)

Yes, use HR Tools which are Reliable & Valid

Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.15 ©2005 Pearson Education Canada, Inc.

Reliability
  

Degree to which selection tool measures the same thing consistently Can be a test or an interview Same questions need to be asked.

Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.16 ©2005 Pearson Education Canada, Inc.

Validity
  

Relationship between selection tool and appropriate criterion What a selection technique measures and how well it measures Must be proven and relevant to job

Eg: keyboarding skills for data entry clerk.

Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.17 ©2005 Pearson Education Canada, Inc.

The Effectiveness of Interviews
       

Prior knowledge about an applicant Attitude of the interviewer The order of the interview Negative information The first five minutes The content of the interview The validity of the interview Structured versus unstructured interviews

Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.18 ©2005 Pearson Education Canada, Inc.

Common Types of Interviews

Non-directive


Most Latitude Questions are open ended This can get you into trouble As about a situation you have experienced. Panel Situational

Behavioural Description

Structured
 

Why is a Situational Analysis Good.

Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.19 ©2005 Pearson Education Canada, Inc.

Interview Questions

Lets come up with some interview questions!

Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.20 ©2005 Pearson Education Canada, Inc.

Written Tests
 


Intelligence General aptitude Ability Interest

Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.21 ©2005 Pearson Education Canada, Inc.

Reference Checks
 


Potential employer seeks to verify information Important to have well-constructed questions Can you Outsource This? How far can you dig?

Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.22 ©2005 Pearson Education Canada, Inc.

Your Hired
 

Now What? Most Important Stage

Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.23 ©2005 Pearson Education Canada, Inc.

Orientation
 

Process to introduce new employees to organization Familiarize new employee to job and work unit Help employee to understand values, beliefs, and acceptable behaviours Familiarization to Organization and its Values

Improved Success On the Job Minimizes Turnover

Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.24 ©2005 Pearson Education Canada, Inc.

Training and Development


 

Learning experience that seeks relatively permanent change Involves changing skills, knowledge, attitudes or behaviours Training tends to be done for current job Develop usually means acquiring skills for future work

Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.25 ©2005 Pearson Education Canada, Inc.

Employee Training
What deficiencies, if any, does job holder have in terms of skills, knowledge, abilities, and behaviours? Is there a need for training? What are the strategic goals of the organization?

What behaviours are necessary?

What tasks must be completed to achieve goals?

Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.26 ©2005 Pearson Education Canada, Inc.

Training

Can you Train Someone out of a job?

Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.27 ©2005 Pearson Education Canada, Inc.

Performance Management

Integration of management practices that includes a formal review of employee performance

How often should this take place?

 

Includes establishing performance standards and reviewing the performance Means to ensure organizational goals are being met

Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.28 ©2005 Pearson Education Canada, Inc.

Performance Review Methods
Written Essay

Critical Incidents

Graphic Rating Scales

BARS

Multiperson

MBO

360-Degree Review

FOM 9.29

If Performance Falls Short
 


Train Discipline Coach Out the Door

Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.30 ©2005 Pearson Education Canada, Inc.

Compensation Management

  

Process of determining cost-effective pay structure Designed to attract and retain Provide an incentive to work hard Structured to ensure that pay levels are perceived as fair

Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.31 ©2005 Pearson Education Canada, Inc.

Factors That Influence Compensation
Employee’s tenure and performance
Size of company

Company profitability
Kind of job performed

Geographical location

Level of Compensation and Benefits

Kind of business

Management philosophy

Labour- or capital-intensive

Unionization

Source: Management, Seventh Canadian Edition, by Stephen P. Robbins, Mary Coulter, and Robin Stuart-Kotze, page 274. Copyright © 2003. Reprinted by permission of Pearson Education Canada Inc.

FOM 9.29

Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Employee Benefits
 


Indirect financial rewards Designed to enrich employees’ lives Vary widely in scope Costs range from 30% to 40% of payroll costs

Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.33 ©2005 Pearson Education Canada, Inc.

Health and Safety


Employers are responsible for ensuring a healthy and safe work environment Employees are required for follow instructions and any legal requirements Workplace violence is a growing concern

Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.34 ©2005 Pearson Education Canada, Inc.

Labour Relations
   

Relationship between union and employer Union functions as the voice of employees Collective bargaining is a process to negotiate terms and conditions of employment Bargaining produces a written document called a collective agreement

Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.35 ©2005 Pearson Education Canada, Inc.

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