You are on page 1of 19

y PRESENTD BY

AMBREEN KANWAL (PGD) 22 INSTITUTE OF ADMINISTRATIVE SCIENCE UNIVERSITY OF THE PU


NJAB
Designing training for managers that will help them understand how to not discri
minate includes information on anti-discrimination laws and human rights codes a
nd how they impact HR practices such as interviewing, performance management coa
ching and termination of employees in the workplace
 Gender  Race  Ethnicity  Nationality  Sexuality
y Religion y Political views y Health and disability (physical, mental, HIV stat
us) y y y y y y y y
Age (over 40) Military service or affiliation Bankruptcy or bad debts Criminal r
ecord Genetic information Citizenship status Living arrangements and location Fa
mily status (single parenting, elder care etc.)
in Ontario, Canada, the Human Rights Commission states that family status should
not influence human resources procedures and practices, ³Under the Ontario [Canada
] Human Rights Code, persons in a parent-child relationship have a right to equa
l treatment in the workplace. This means that employers cannot discriminate in h
iring, promotion, training, benefits, workplace conditions, or termination of em
ployment because a person is caring for a child or parent
y Training managers to write appropriate interview
questions is an important part of antidiscrimination training. Designing a quiz
where participants are asked to choose appropriate from inappropriate questions
can start a healthy discussion on discrimination. Discuss how an inappropriate q
uestion can be asking for information that is irrelevant to whether the employee
can perform their job or not. Irrelevant information, especially information th
at could be seen as discriminatory, should not be the basis for choosing one emp
loyee over another.
Reminding managers that anti-discrimination practices need to continue beyond hi
ring practices is another important topic for training on antidiscrimination. Ma
nagers need to be aware that they should not discriminate when choosing employee
s to promote, discipline or praise. Include exercises such as case studies where
an employee was selected (or not selected) based on their age, gender, sexualit
y or other discriminatory practice can work well to illustrate effective anti-di
scrimination practices
y Terminating employees is one of the toughest parts of a
manager¶s job. It is important to train managers on concepts such as progressive di
scipline so that employees are terminated on the basis of documented proof of la
ck of performance and the manager is not discriminating when dismissing an emplo
yee. Break participants into small groups for an activity and ask one participan
t to read a script where a manager makes discriminatory remarks to see if the ot
her participants in the group can identify the inappropriate remarks. y Employme
nt Discrimination Training that instructs managers on how to not discriminate wh
en they are supervising employees can prevent the manager, employee and company
from practicing unfair hiring, coaching and termination practices. This is an im
portant consideration when building a corporate culture and reputation.
y Some training managers and
training designers purchase training activities or design generic presentations
with the intention of delivering them to multiple general audiences. When a pres
entation has not been customized to the audience it can lead to problems such as
poor learner engagement and poor training content retention. y While it is temp
ting and sometimes a cost saving to purchase a generic training program, activit
y or tool kit, learners will not appreciate the general nature of the content as
they will not be able to see how the content relates to the work they need to p
erform.
y Compensation has become a far more complicated
issue than just deciding how much to pay your employees. In addition to salary,
employers must consider many other components ² 401(k) plans, stock options, bonuse
s, and vacation ² these too have become part of current compensation packages. y Em
ployees also have greater expectations of what should be included in their compe
nsation packages, and they may demand specific benefits that can be costly for s
mall businesses. y Costly or not, building a fair and attractive compensation pa
ckage is critical for attracting and retaining employees. When setting up your c
ompensation package, consider the following components:
y Salary and wages y Bonuses y Long-term incentives y Health insurance y Life an
d/or disability insurance y Retirement plans y Time off and flexible schedules y
Miscellaneous compensation.
y Compensating your sales force presents a
particular challenge because packages must be extremely competitive and should p
rovide adequate incentives to motivate employees to do their best. y The key to
creating a good compensation package is balance. Most salespeople don't want to
be solely dependent upon either commissions or salary. Plus, providing adequate
and competitive compensation that's based exclusively on either salary or commis
sion most likely won't attract or retain talent, motivate your sales staff, or a
llow your company to achieve its maximum profitability.
y Striking a balance between salary and
commission is probably as much art as science, as it depends on your goals. A co
mpensation package that emphasizes salary over commission will allow you to make
greater demands on your salespeople and how they spend their time. A pay packag
e that emphasizes commissions will motivate your salespeople to spend more time
selling and booking new orders rather than other work that won't result in new s
ales. y Although businesses compensate salespeople in a wide variety of ways, mo
st use a combination of salary and incentive components, along with common benef
its such as health insurance, a retirement savings plan, and paid time off.
y Base Salaries:
Providing a base salary that assures salespeople a steady income is a good idea.
A guaranteed salary provides salespeople the comfort of knowing that despite go
od and bad economies, streaks they can maintain their current lifestyle. At the
same time, salespeople want to know that if they make the extra effort they will
be adequately rewarded for their hard work.
y Incentive Compensation
The most common way to motivate and reward salespeople for closing big deals or
meeting goals is through bonuses and commission. Consider offering your salespeo
ple a set salary and guarantee a minimum level of pay with rewards for higher le
vels of performance.
y SUITE101.COM y http://www.allbusiness.com/human-
resources/compensation/794-1.html