adms 2600 section i - internet human resources...
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ADMS 2600 Section I - Internet
Human Resources Management
Lecture 1 - The Challenge of Human Resources Management
2012-09-06
Introduction: - Human resources management, the management of people in organizations
- 80% of problems at work will involve people not systems, not financial projections – learn how to deal
with people issues
- Managers, coaches, volunteers or parents need HR knowledge
Module One: Why Study Human Resources Management - In simple terms, Human Resource Management is the management of human resources that is people in
an organization
- In formal terms, Human Resource Management is a set of interrelated policies, practise and programs,
the goal of which is to attract, socialize, motivate, maintain, and retain an organization’s employee.
- HR specialist helps supervisors and managers, directly and indirectly
- HR helps managers to only focus on strategic managing as HR specialist deals with other things such as
recruitment, compensation, benefits etc.
- Competitive advantage is made through people. The selection of employees is quite important, hiring
the right people
- HR practise can save costs, manage turnover and absenteeism
- HR practices can also make more productive employees, doing things faster, better or cheaper with the
same amount of employees - key hr functions, selection, hr planning, compensation, performance
appraisal, training – all of which can be used to increase employment motivation and productivity
- The most pressing competitive issues facing firms:
1. Going global
2. Embracing new technology
3. Managing change
4. Managing talent or human capital
5. Responding to the market
6. Containing costs
Module Two: Competing, Recruiting and Staffing Globally - Canadian companies are being encouraged to produce more goods for export, Canadian dollar began to
climb, and after a decade Canadian manufacturers have to find other ways to compete instead of just
finding ways to being the lowest cost producers.
- U.S.A. and Mexico have a direct link to Canada; 70%-85% Canadian jobs are affected by international
competition
- Globalization – The trend towards opening up foreign markets to the international trade and investment.
- Trade agreements that impact Canada: NAFTA, EU, APEC, WTO
- Corporate Social Responsibility
Module Three: Embracing New Technology - Knowledge workers – planning, decision making, and problem solving.
- More of a service society – work with your brain instead of focusing on physical labour –
manufacture. Screwing bolt into car, and knowing how to program a robot to do that task for you
- HRIS – Human Resources Information System – a computerized system that provides current and
accurate data for purposes of control and decision making.
- Manage recruitment, payroll and benefits, absenteeism and even guide managers on how to do
performance appraisals
- Benefits:
- Store and retrieve of large quantities of data
- Combine ad reconfigure data to create new information
- Institutionalization of organizational knowledge
- Easier communications
- Lower administrative costs, increased productivity and response times.
Module Four: Managing Change - Reactive change – a change that occurs after external forces have already affected performance
- Proactive change – tries to predict the future needs of their consumers and modify the product line
accordingly
- Managing change through HR – formal change management programs help to keep employees focused
on the success of the business
- Re-engineering or outsourcing, are examples of the changes
- Why change efforts fail – look at slide!!!
Module Five: Managing Talent or Human Capital - Human capital – knowledge and skills that your company values, you can walk out of your company
any day and enter the competition company with the newly gained knowledge with you.
- Creation of Knowledge - some companies hire the best business students
- Utilization of knowledge – not using the human capital they have – under-utilized skills of immigrants
- Application of knowledge –
Module Six: Responding to the Market - HRM systems can help make products and services better, faster and cheaper
- TQM – set of principles and practices to understand customer needs, doing things right the first
time and striving for continuous improvement, changing employee motivation, corporate
culture and employee training
- Six Sigma – a process used to translate customer needs into a set of optimal tasks that are
performed in concert with one another – used to decrease defects, improve cycle time and
increase customer satisfaction,
- A rigorous problem solving model that use statistics to achieve these goals,
- Sigma means deviation from a standard
- Reengineering and HRM – sitting down and rethinking how everything is done, try to imagine
how we could reengineer our university, to achieve dramatic improvements in cost, quality,
service, and speed.
Module Seven: Containing Costs - Downsizing – the plant elimination of jobs
- Outsourcing
- Employee leasing
- Productivity enhancement
Question: Why do companies cut jobs?
A) Only to save money
B) Only to focus on the core business
C) To save money and focus on core business
- To save money and get rid of divisions that is no longer a part of the strategic direction of the
organization, even if they are profitable.
- Some companies may get rid of a division while investing in another division, creating new jobs at the
same time, ex. CIBC got rid of its insurance division as it wanted to focus on banking
- Many hidden costs of layoffs – look at slides for a list!
- No lay-off policy in organizations have benefits as well – look at slides for a list!
- Outsourcing – employees lose their jobs but companies can get the same services at lower costs so it
results in cost savings – process of contracting outside the organization for what was formally done by
internal employees, Ex. cafeteria and office cleaning, as well as payroll and training
- Off shoring – sending work formally done by Canadian employees to other countries, any job that can
be done electronically and repetitively are at risk. Ex. Legal work – ex. Indians can speak English and
understand the British Law System. Also off shoring is commonly seen in call centres.
- Employee Leasing – The process of dismissing employees who are then hired by a leasing company
(which handles all HR-related activities) and contracting with that company to lease back the employees.
Productivity Enhancements
- Performance is a function of motivation, environment and ability
- Much of this course deals with recruiting and selecting people with the right ability or training them for
increased abilities and then creating an environment in which they are motivated to achieve.
Module Eight: Demographic and Employee Concerns - Demographics are important to HR managers because the nature of the Canadian population directly
impacts the nature of the labour pool, for which employers select employees.
- Diversity of backgrounds – 3.5 million immigrants arrived in the last 15 years, 70% of labour force
growth,
- Countries include: China, India, Philippines, and Pakistan
- Maybe in the future the large section of whites will become smaller
- Organizations are interested in recruiting from this diverse labour pool because they want the faces of
their employees to reflect the faces of their customers – companies are embracing diversity for business
reasons
- Age distribution of employees – younger workers are dropping for retail, hospitality, and restaurant jobs
- Hire a lot of young people to do entry level jobs at minimum wage. Older workers have lower
absenteeism, and lower accident rates, higher job satisfaction scores
- Gender distribution of the workforce – women are 43% of the workforce, develops the importance of
work and family issues – results in work sharing telecommuting, assisting child & elder care, part-time
employment and family leaves.
- Rising levels of education – education can increase income that you can earn, elder people lacking
literacy and numeracy skills as well as technological skills are finding difficulties with jobs in society.
Do you have the right to a job?
- Employers can no longer guarantee a job for a life even for outstanding performers. There is no legal
obligation for them to employ you for a long time.
Module Nine: Qualities of Human Resources Managers
Responsibilities: - HR managers are responsible for advising and counselling, can avoid costly mistakes, managers do not
encounter this task, HR managers do.
- HR professionals write recruiting advertisements, pre-screening candidates, scheduling interviews and
designing and giving training courses. Also make surveys to learn about job satisfaction.
Competencies:
- Business mastery – understand business; accounting, finance, where the organization is going and what
human assets it needs to get there
- HR mastery- competent in training, labour relations, compensation, benefits and selection
- Change mastery – knows how to implement a program – know shock and side effects are devastating
when removing a division from an organization
- Personal credibility – develop credibility, trust and respect by providing high quality services and being
fair
HR as a Profession:
- Membership in a Professional Organization – Association for HR Professionals
- Certification – has education and training in the field, tested to see if students have the knowledge for
the position. Go to: the Canadian Counsel of Human Resources Association website and then click on
PARC (Professional Assessment Resource Centre) – shows how to prepare for the exam then become
CHRP (Certified Human Resource Professional)
- Code of Ethics – public has to know they can trust the professional, trained in certain standards and
follow a code of ethics
- Professional Development – keep up with recent development and laws in the field
The role of the line manager:
– Employee performance rests with the supervisor
- Line managers makes the final selection decisions, recommends the appropriate training programs, does
the performance appraisal, and recommends salary increases
Lecture 2 - Strategy and Human Resources Planning 2012-09-13
Module One: Strategic Planning and Human Resources
- HR professionals can become more strategic as HR relies more on outsourcing and technology to do
basic routines.
What is strategy?
- Strategy is a game plan that will help achieve your objectives
- Strategy is the formulation of an organization’s mission, goals and objectives as well as the action plans
to execute that strategy.
- Strategic planning is the process that we use to make decisions of the organizations long term goals and
strategies. “what business are we in?”
- Human Resources Planning (HRP)
* is planning for future workforce needs formally it is the process of anticipating and making the
provisions for the movement (flow) of people into, within, and out of an organization.
- Strategic Human Resources Management (SHRM)
* Deals with the question, “How can HR planning and strategy in an organization be aligned with
the business strategy of a firm to gain a sustainable competitive advantage and to execute its business
strategy by making sure that it has the right people, for the right jobs, at the right time.
* is concerned with how employees are deployed to help an organization reach its goals
(SHRM) – Three steps:
- Strategic analysis – what human resources are needs and what are available?
- Strategic formulation – what is required and necessary in support of human resources?
- Strategic implementation – how will the human resources be allocated?
Relationship between strategic planning and human resources planning:
Majority of organization are similar and has goals, objectives and admission
Main Purpose: maximize profits or returns for shareholders
Mission: The basic purpose of the organization as well as its scope of operations. The reasons for being.
Strategic Vision: A statement about where the company is going and what it can become in the suture;
clarifies the long-term direction of the company and its strategic intent. Usually includes a long term goal
and always a future state.
Core values: The strong and enduring beliefs and principles that the company uses as a foundation for its
decisions. The basic beliefs that guide individual and group behaviours in organizations.
Module Two: Step Two: Environmental Scanning
Six trends that have the greatest impact on human resources:
1) Economic factors – weak Canadian dollar and U.S. dollar, interest dollars
2) Competitive trends – new innovations
3) Technological changes – digital conversions, HR with strong technological skills are ideal
4) Political and legislative issues – need legislative rights to temporary workers to avoid lawsuits
5) Social concerns – rewards, child care
6) Demographic trends – age, race, literacy
Five Forces Framework:
Customers – They have preferences and
needs
Substitutes – Ebay vs. The Bay, buy online,
email replacing fax machine
Suppliers – Ability to become competitors
New Entrants – Wal-Mart vs. The Bay
Module Three: Step Three: Internal Analysis
Concerned with the organizational culture
because it impacts motivation and productivity,
the employees’ competencies and the
composition of the workforce
Cultural Audits – the way employees feel about
the organization will influence how much effort
they put into their jobs. Large corporations
conduct surveys to find out how employees feel
about their position. (Cultural audits)
Core Competencies: The key to competing successfully is to understand what your organization
is really good at. What are the integrated skills and knowledge sets in the org that offer value to
the customer and make it different to its competitors. Ex. Excellent customer services, new
product R&D, and market research
Characteristics of core competencies:
- Valuable – excellent customer service is valuable to many
- Are rare and unavailable to competitors
- Are difficult to imitate
- Are organized for synergy
Human Capital Architecture:
Strategic Knowledge Workers – employees who are critical to the achievement of the company
strategy or business plan
Core employees – valuable employees in a company who are doing important jobs, but are not
unique, and therefore can be easily replaced.
Supporting Labour – this group of employees are not critical to the organization’s objectives,
are easily found in the outside labour market, and are hired increasingly through an external
service provider. Most large organizations would outsource, janitorial or cafeteria services
Alliance or Partners – group of employees, not core to the company’s strategy and capable of
providing a service to many employers. Ex. Banks may partner up with insurance companies to
provide benefits to their employees.
Module Four: Forecasting: A Critical Element of Planning
Forecasting involves:
- Forecasting the demand for labour.
- Forecasting the supply of labour.
- Balancing supply and demand considerations.
In organizations, the most expensive resource is their people, processing information rather than
producing things, control these costs and plan how many people are needed to complete the job.
Too many employees – some will remain idle and less productive, costing organization money
Too little employees – some business and clients may be lost as the service is slow and
satisfactory
Forecasting a Firm’s Demand for Employees:
Quantitative Methods – use mathematical or statistical techniques
Qualitative Methods – use fewer statistics and more managerial judgement
Trend Analysis – Forecasting labour demand based on an organizational index such as sales
Many more factors not just sales are used, interest rates, economic growth or technology to
human ratio to provide better forecast.
Qualitative approaches – tends to look at the people involve, not just numbers. It is a non-
statistical way of forecasting which attempts to anticipate the staffing requirements.
Ways:
- Management Forecasts – The opinions or judgements of supervisors, department managers,
experts, or others knowledgeable about the organization’s future employment needs. Simply put,
we ask the mangers to predict the amount of people and the kinds of skills we think they would
need to accomplish the business unit objectives.
- Delphi Technique – an attempt to decrease the subjectivity of forecasts by soliciting and
summarizing the judgements of a preselected group of individuals.
– The final forecast represents a composite group judgement
- A group of knowledgeable individuals (such as managers) try to predict the impact of certain
changes
Forecasting Internal Labour Supply:
- Staffing Tables:
Pictorial representations of all organizational jobs along with the numbers of employees
currently occupying those jobs and future employment requirement.
- Markov Analysis:
A method for tracking the pattern of employee movements through various jobs. As a way to
chart the flow data of employees as they move in jobs throughout the organization.
- Skill Inventories: These are employee files listing their education, experience, interests, and
skills. Can determine how many people in the organization speak a certain language, or how
many are willing to relocate, or have the requisite education or training.
- Replacement Charts:
Listings of current jobholders and persons who are potential replacements if an opening occurs.
- Succession Planning:
The process to ensure the availability of trained and skilled leaders to meet the strategic
objectives of the firm at the right time.
Human Capital Readiness: Gap Analysis
The process of evaluating the availability of critical talent in t he company and comparing it to
the form’s strategy.
Module Five: Step Four: Formulating Strategy
Strategy Formulation: moving from simple analsis to devising coherent course of action.
SWOT Analysis: comparison of strength, weaknesses, opportunities and threats.
Corporate strategy: asks the question, “Should we be in a business? What business should we
be in?
Growth and Diversification: Adding more stores or placing stores in city that does not
have that type of business, add new product lines etc.
Mergers and Acquisitions: Merge companies to make strength
Strategic Alliances and Joint Ventures: Work with their supplier to make its own brand
Buisness Strategy: asks the question, “How should we compete?”
Low-cost Strategy: Keeping costs low to offer an attractive price to customers
(relative to competitors)
Differentiation Strategy: Involves providing something unique and distinctive to
customers that they value.
Functional Strategy: Ensuring Alignment
External Fit (or External Alignment):
Strong connection between the organization’s goals and the ability of the employees to achieve
them.
Internal Fit (or Internal Alignment):
Aligning HR practices with one another to establish a configuration that is mutually reinforcing.
The HR policies must be compatible.
Module Six: Step Five Strategy Implementation
Human resources management is critical to every aspect of strategy implementation.
Downsizing: 80% of Canadian companies are restructuring, most of the time this means
reducing the number of workers
Restructuring: any major change that occurs within an organization that may be the result of
acquisitions, retrenchments, mergers, leverage buyouts, divestitures, plant closures or relocations
and bankruptcies
Layoff Strategies:
- Collective Agreements
- Last hired, first fired
- By units
- Seniority
- Least competent
Workforce Reduction Options:
- Reduce hours
- Eliminate shifts – get rid of midnight shift
- Transfers – to sister companies
- Attrition – natural departure of employees through quits, retirements and deaths
-Hiring Freeze – departing employees are not replaced
Termination strategies: is dismissing, separating an employee from the employing organization
permanently. Different from firing. Separation in order to reduce the workforce to save money.
Severance Pay: A lump sum payment given to terminated employees. Avg. Is 1 weeks
pay for every year of employment. Sometimes they will receive benefits for an additional
year.
Outplacement Services: Make it easy for employers to turn the career transitions of
exiting employees into a smooth process.
Effectiveness of Restructuring:
* Financial measures – expenses reduced, profits should go up, employees less
productive though.
* Climate - surviving employees are more narrow-minded, and risk adverse, they are
afraid of losing their position too.
* Public image – termination on a mass scale is not advised.
Labour Shortages:
- Hiring full-time
- Working overtime
- Hiring part time – do not receive benefits, but are not loyal workers
- Temporary staffing agencies
Module Seven: Step Six: Evaluation and Assessment
Benchmarking: The process of comparing the organization’s processes and practices with those
of other companies. This means measuring your practices against the recognized leader of the
area for the purpose of improving your practices.
Beside these ratios, organizations want to measure how well they did against their key goals.
Some companies are using the Balanced Scorecard (BSC) and with this they measure against
financial targets, customer market share, retention and satisfaction scores, process scores (depend
on products being sold, and people or HR scores (including employee satisfaction and retention)
Organizational Capability: - Capacity of the organization to act and change in pursuit of sustainable competitive advantage.
2 ways to be flexible:
* Coordination Flexibility - the ability to allocate resources quickly to meet new needs
* Resource Flexibility – employees have many skills or can learn new skills quickly
Assessing the HR Function
- Compliance – laws that govern the relationship between employees and management. Fined or
bad publicity if laws are broken.
- Client Satisfaction – HR respond to manager and employees, the more satisfied the client, the
better the workforce
- Culture Management – large organizations make programs such as empowerment or leadership
training. They are attempting to influence the way employees feel about their work and hopefully
become more productive
- Cost Control – control expenses by cutting workforce or reducing absenteeism
- Contribution - HR results in a more productive workforce and higher profits
Lecture 3 – Equity and Diversity In Human Resources Management
2012-09-13
Module 1
Employment Equity: (in the context of work) the employment of individuals in a fair and non-
biased manner, impartiality
Legal meaning = justice based on concepts of fairness and ethics.
Canadian workforce is changing rapidly, immigration patterns, more women and aging
workforce, are indicators that employers have a highly diverse workforce.
Women, visible minorities, and disabled persons make up over 60% of Canada’s workforce.
Visible minority – inaccurate in global terms
Designated groups – underrepresented in the workforce – women, visible minority, disabled and
aboriginals
- these groups have many disadvantages in employment
* higher rates of unemployment
* occupational segregation –clusters of races, gender for certain occupations
* pay inequities – women gain 70% of men’s income
*limited opportunities – 20% of upper management positions – women
Benefits of employment equity
Larger applicant pool
Avoiding costly human rights complaints
Enhanced ability to recruit and retain
Enhanced employee morale – sometimes the employee that is violated does not have a
choice to leave, instead their employee productivity is low, and is at minimum
Improved corporate image
Module 2:
The legal framework – employers don’t always do the right things that is why we need the help
of these frameworks
The Charter of Rights and Freedoms – guarantee some fundamental rights to all
Canadians, mobility, equality rights
Canadian Human Rights Act – guarantees the absence of discrimination in the workforce
Stereotype – characteristics seen in a group of people with similarities
Emotional - women
Permitted behaviour – hr, nursing, teaching, pr – women – stereotype that falls into occupation
Bona Fide Occupational Qualification
A justifiable reason for discrimination based on business reasons of safety or
effectiveness.
Legal to discriminate, mandatory age restrictions for bus drivers and air pilots for safety
reasons.
Enforcement of the Canadian Human Rights Act
Complainant completes a written report
A CHRA representative reviews the facts
If the complaint is accepted, an investigator is assigned and gathers more facts
A report is submitted recommending substantiation or non-substantiation of the
allegation.
If the complaint is substantiated, parties may reach settlement or a human rights tribunal
may be appointed to further investigate and determine settlement.
Module 3: Pay Equity
Equal pay for work of equal value
Men and women, blacks and whites, disabled and not disabled etc. Doing the
same jobs should get the same pay.
Equal pay for work of comparable worth
Sometimes the similar work is labeled different (history researcher (male) and
librarian researcher (female) – female received less
Nurses vs. electrician pay needs to be considered by hr specialist
Janitor paid more than secretary, required less skills and school. Male job
acquired higher value than women jobs
Kindergarten teachers paid less than parking attendants? – can’t compare
objectively
Pink ghetto jobs – women workers being underpaid for their work, government
settlement
Module 4 – employment equity act – more than 100 employees, regulated under the Canada
labour code must implement employment equity act. To ensure the four designated groups are
not denied work opportunities. Administered by HR Government, failure to comply may result
in fines.
Employment equity plan – Even contractors, can fill out a form and state they are part of the
designated groups, company set targets to achieve a higher rate of profit. This also tells the
company the percentage of visible minorities
Employer duties
Develop an employment equity plan aimed at promoting an equitable workforce.
Make all reasonable attempt to implement this plan.
Monitor, review and revise its plan from time to time.
Prepare an annual report on its employment equity data and activities.
Module 5: Implementation of employment equity in organizations
1. Senior management commitment
Commitment, crucial for successful implementation
Key and strong manager for the program, power and credibility
Goals and reasons why the program exists, so employees can give suggestion for
the change program
2. Data collection and analysis
Stock data – static – picture of the organization as of today, number, titles.
Salaries of members of designated groups in the organization
Flow data – the distribution of members of designated groups in applications,
interviews, hiring decisions, training and promotion opportunities and
terminations.
3. Employment systems review – reasonable accommodation for employees
4. Establishment of a work plan – prepare numerical goals with timeframe
5. Implementation – no two plans can be the same, may be modified as circumstances
change
6. Evaluation, monitoring and revision – annual progress reports, reports on special projects
Module 6: Sexual Harassment
Power to intimidate or demand sexual favours from female employees.
Sexually degrading remarks
Inquiries or comments about a person’s sex life
Sexual flirtations, advances and propositions
Demands for sexual favours
Verbal threats and abuse
Leering
Unwanted gestures
Display of sexually offensive material
Sexual assault
Investigate sexual complaints!
Module 7: Diversity Management
Managing the wide productivity of different groups of employees in order to achieve advantage.
Differs from employment equity, is the optimization of an organizations multicultural workforce
in order to reach business objectives.
Why diversity?
Better utilization of talent
Diverse expertise and knowledge
Quality of team problem solving
Increased marketplace understanding
Business case
Lecture 4
Module 1: what is a job
A job is a group of related activities and duties, grouped to accomplish a task, goal, objective.
Grouped tasks, answering phone, scheduling and being receptionist
Position – different duties and responsibility associated with a single employee, many summer
counsellors are required, any number of identical positions is 1 job
Job family – receptionist, clerical clerk – administrative clerks
Job Requirements
Job Specification – statement of the needed knowledge, skills, abilities – need in the job (KSAs)
Job description – statement of tasks, duties, and responsibilities – of a job to be performed
(TDRs)
Module 2: Job Analysis
NOC – national occupational classification – job descriptions
PAQ- questionnaire for (position analysis questionnaire)
Critical Analysis Method – job behaviours leading to job success
Competency – based analysis – identify key competencies to organizational success
Task Inventory Analysis – custom made for organizations, identify essential duties of their jobs
HRIS and Job Analysis – specialized software help automate job analysis
Module 3: job descriptions
Job title, job identification, essential functions (duties), job specification
Job title – contain a lot of info, status power, level (junior and senior),
Job Identification – department
Essential Function – summary section – brief statement of what the job entails (teaching and
research)
Job Specification – skills needed to do the job – education, ability, walking, talking, lifting,
standing for long periods
- problems of job analysis: legal issues
Problems with Job Descriptions
1. If poorly written, they provide little guidance to the jobholder.
2. They are not always updated as job duties or specifications change.
3. They may violate the law by containing specifications not related to job success.
4. They can limit the scope of activities of the job holder, reducing organizational
flexibility.
Should be hiring people based on ability to learn, grow, handle changing demands, and pick up
new skills rapidly.
Writing clear and specific job descriptions
Module 4:
Job Design: the design of every job concerns technological and human considerations
1. Consideration for the organizational objectives that the job must support
2. Industrial engineering consideration, make more efficient
3. Ergonomics to make the job safer and more comfortable
4. Increase more motivation for employees
Job Enrichment (Herzberg)
Job enlargement – horizontal loading of jobs, increase the number and variety of jobs to the
jobholder, secretary who normally just types, may now answer the phone and draft written
reports where she must learn more skills
Module 5: Job Characteristics Model
(Hackman and Oldham)
Three psychological states that result in improved work performance, internal motivation, and
lower absenteeism and turnover.
1. Skill variety
2. Task identity
3. Task significance
4. Autonomy
5. Feedback
Employee Empowerment employees are empowered – can make decisions affecting their work
area, accept a return without manager signature
1. participation – employees must be motivated
2. innovation – new ways to do things
3. access to info of manager – technology helps
4. accountability – empowerment will have limits
5. cultural openness to change
Industrial engineering – job analyzed from beginning to end, how much time to finish a task, this
is to make an employee to be more productive during the job.
Ergonomics – an interdisciplinary approach to designing equipment and systems that can be
easily and efficiently used by human beings - it is a way to improve employee comfort and safety
at work, reduce turnover
Designing work for group contributions:
Employee Involvement Groups (EIs)
o Meet together on a regular base to identify, analyze and suggest any problems
Employee Teams – accept additional responsibility for handling some managerial roles,
employee contributions
Module 7: flexible work schedules
Compressed workweek
4 day, forty hours, Monday through Thursday
Benefits, absenteeism, commuting is reduced, family time is increased, recruitment improves,
more are attracted to this idea
Disadvantages – overtime payments in certain provinces
Flextime – choosing daily starting and leaving time – if they work certain hours every week –
can schedule hours depending on their needs, good for working parents work and life balance –
helps productivity and quality of work
Job sharing – two part-time employees perform a job that otherwise would be held as one full-
time job
Telecommuting – work at home, 25% work at home in America, 10% in Canada – save time,
happier job life and family life, absenteeism is reduced, employee or employer may need to
invest in equipment
Lecture 5
Module 1: recruiting talent externally
Entry level jobs, recruit outside the organization
Organization wants to bring in new blood and must locate the right person
Tight market: high employment, few available workers
Loose market: low employment, many available workers
Advantages of external recruitment
- ability to find specialized skills
- new ideas, new methods
Yield ratios – percentage of applicants from a recruitment source that make it to the next stage of
the selection process
Cost of recruitment ( per employee hired)
Team members sometimes add to the recruitment team
Realistic job preview – desirable and undesirable, attract potential employees, exaggerate
positive sides and not negative sides, should be real
Module 2:
Recruit talent internally (promotion from within) – no need for training costs, motivate other
employees (want promotions as well), cheaper to hire internally then recruiting someone
externally and paying them a premium to leave their current job.
Limits on recruiting within:
Lack knowledge, or the right personality to take on the new position
Module 3: methods for identifying qualified candidate – best be done by HR department
- Job posting and bidding – advertisement on website, hr office, billboard etc.
- Performance appraisal – process done by supervisor to tell employees how well they’re doing
their job, strengths, weaknesses and potential for promotion or transfer
* 9 box grid – talent of employes that employers can see
- inventory management talent – assessment centre, computer makes this even more realistc
Job search – from friends and relatives – make less money, they more intense the job search, the
more content with the jobs
- maximize – more money, or more
- Satisfier – get one job offer and stop searching
- validators – get an offer and search for another and accept the favoured one
Module 4:
The goal: matching individual and organizational needs
Individual
The more the organizational commits to the employee the more the employee commits to the
organization – make personal sacrifices, perform well, and no desire to leave organization for
personal gain.
Career development form individuals view
Responsible for their own lives and carrers
Cannot depend on the organization for the career for life
Planning for career is not static, it is dynamic
Understand their own needs and goals
The orgo’s role: is to establish a favourable context, manage training, development
Hr advises promotion and transfer
Balancing individual and organizational needs – personal and professional
Module 5:
Identifying career opportunities and requirements
Competency analysis:
Recruiters perspective, know how to advertise, this narrow scope of info eans you can move
ladderly or write more ads, should have know-hows problem solving, and accountability
Job progressions – hierarchy – jr to sr. Understand culture of orgo and climb up the ladder
Career paths – series of jobs progressing in levels of responsibility
Promotion
Demotion – emotional, negatively affects work
Transfer – placement of an employee in another job, responsibility close to the previous job, may
be moved to another branch
Relocation services – help employee to move, sell a house and adapt new location
Outplacement services
Boundaries career – worked at one company for life
Free agent - We as student probably will work for many companies
Career Plateau - stalling on the ladder of job success, no skills or interest to move to the nest step
Types of career plateau:
Structural plateau: end of advancement
Content plateau: lack of challenge
Life Plateau: crisis of personal identity
Mentors – executives who coach, advise and encourage individuals of lesser rank.
Module 6: developing a diverse talent pool
The recruitment and development of women
-the glass ceiling – invisible barrier from one to advance, senior managers are often male and
often choose males to advance, trust after drinking after work or playing hockey together.
e-mentoring for advancement is a way
increase visible minorities
recruitment of older people, part-time, seasonal, much knowledge and skills attained over years
Module7: personal career development (appendix)
Do you choose your career or does the carer choose you?
Find your interests, after 21 your interest will most likely become your career
Plan for retirement early, at 20 will be richer than if start to plan for retirement at 40.
Lecture 6: matching people and job
Productivity is influenced with selection
Person-job fit – personality (happy people who value helping others)
Module 1:
Reliability – like using two thermometers and get 2 results, question some more
Valid and invalid test
Moudule2:
Weighted application blank – application form for work
Online applications, larger pool of candidates
Polygraph tests – lie detector
Module3: employment tests – to make sure they hire the best candidate
Cognitive – general intelligence, reasoning, verbal ability – measure intelligence
Personality tests – extravert, dependable, show interpersonal traits
Interest tests – what you life, how do you like being an actor, like, dislike, or ... many questions
as such
Medical exam – done after candidate is hired
Drug tests not allowed
Pre-employment drug testing
Pre-employment alcohol testing
Random drug testing
Random alcohol testing