human resources - organizational analysis

7/31/2019 Human Resources - Organizational Analysis

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FOR ANNA BORTOLON

Dairy Queen and HR

Organizational Analysis

Krystal Hyde 3991346, Chris Bouchard 6158117 & Kale Hofstetter 6128052

4/16/2012


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Table of ContentsExecutive Summary ....................................................................................................................................... 3

Introduction .................................................................................................................................................. 5

Human Resources Management in Perspective ........................................................................................... 6

The Strategic Roll of Human Resources Management ............................................................................. 6

The Changing Legal Emphasis ................................................................................................................... 8

Meeting Human Resources Requirements ................................................................................................. 11

Designing and Analyzing jobs .................................................................................................................. 11

Human Resources Planning .................................................................................................................... 13

Recruitment ............................................................................................................................................ 16

Selection .................................................................................................................................................. 17

Developing Effective Human Resources ..................................................................................................... 19

Orientation and Training ......................................................................................................................... 19

Total Rewards ............................................................................................................................................. 22

Strategic Pay Plans .................................................................................................................................. 22

Pay-for-Performance and Financial Incentives ....................................................................................... 25

Employee Benefits and Services ............................................................................................................. 28

Building Effective Employee-Employee Relationships ................................................................................ 29Occupational Health and Safety ............................................................................................................. 29

Fair Treatment ........................................................................................................................................ 32


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Executive Summary

In this organizational analysis report, many Human Resources Management topics will be

covered. The report will begin by discussing Human Resources Management in Perspective

(Dessler & Cole, 2011). This will include the following topics: Human resources and the strategic

role it plays as well as compliance and diversity of the legal manner.

Following perspective, the report will continue with Meeting Human Resources Requirements

(Dessler & Cole, 2011). In this section, we will discuss how Dairy Queen in Waterloo designs and

analyzes their jobs, how they plan, recruitment and selection processes.

Next we will look at Developing Effective Human Resources (Dessler & Cole, 2011). This

section will cover the very important topics of orientation and training. We will talk about

when, where, and how different types of training are executed.

Further we will look at different types of rewards, including strategic pay plans, financial

incentives and employee benefits and services. Since Dairy Queen is a small business with part-


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We will conclude with our final recommendation and the benefit of implementing said

recommendation.


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Introduction

For this organizational analysis project, our group chose a small family run business in

Waterloo. Situated on the corner of Weber St. and University Avenue sits a Dairy Queen (cool

treats only, no hot eats)

The person we interviewed was Tricia Hyde, who has been an employee at this Dairy Queen for

10 years. She has many responsibilities such as hiring, scheduling and ordering, as well as many

monetary tasks including bank deposits.

We discussed many topics with Tricia, from strategic planning to employee-employer

relationships. In the following report we will describe, analyze and give our recommendations

on various topics discussed throughout the interview. We will also talk about why it would be

beneficial to implement some or all of our recommendations, including any costs in doing so.


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Human Resources Management in Perspective

The Strategic Roll of Human Resources Management

Description

Weber Street Dairy Queen in Waterloo is a small, family run business. In the interview with

Tricia, Manager, she mentioned that there is no Human Resources Person in the company, and

as such there is no Human Resources considered in Strategic Planning.

We also discussed what environmental factors effect human resources management and the

following were listed: productivity, skills, and recession. These are the three main

environmental factors Tricia feels effect them the most.

Productivity effects the human resources management when employees are under productive

and create a weak link. This increases the work load of others, and thus increases cost of

labour. Production outputs need to equal or exceed inputs in order to sustain an acceptable

profit margin.


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out first their non essential expenses, such as treats like ice cream. Sales tend to decrease,

along with profit, and in turn the need for some employees.

Analysis

In regards to having a Human Resources person sit at the strategic planning table, according to

Dessler and Cole (Dessler & Cole, 2011) HR should report to the CEO and/or be part of strategic

plan in order to ensure the right people are in the right place at the right time to achieve

company strategy. Regarding strategic planning processes, companies are starting to see HR as

more of an equal partner. It is strategically advantageous to have an HR professional on hand is

strongly believed by seventy-five percent of 1100 corporate managers interviewed in Canada.

HR professionals can also add value to the strategy formulation process by supplying

information regarding the companys internal strengths and weaknesses, particularly as they

relate to the organizations workforce. (Dessler & Cole, 2011, Page 5)

Economic conditions (an external environmental factor) have and affect on the supply and


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Recommendations

Since there is no HR person in the company, there are no recommendations regarding the

strategic planning table.

We do recommend that Dairy Queen continue doing what they are doing in regards to

environmental factors, such as that of the economy, that have an impact on human resources

management. They already manage very well during a recession because nearly all of the

employees at Dairy Queen are part-time, so it is easy to cut back production hours when

demand decreases.

Benefits

In continuing their current practises regarding Strategic Roll in HR, Dairy Queen will continue to

operate efficiently during difficult slow times as well as peak busy times.

The Changing Legal Emphasis


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We also went over some questions regarding discrimination concerning hiring. Tricia said that

they do not discriminate against any of the following: race, colour, gender, or sexual

orientation. She was unsure about putting age into that category, since they do tend to hire

younger teens (grade 9 or 10) over older teens and university students. Tricia questioned if that

was discrimination or good planning, as it is very costly to train a new employee and they want

the new hire to stay on for more than one to two years.

The topic of workplace harassment was covered in the interview with Tricia, and she declared

that they do have a policy to deal with harassment, and employees are aware of said policy. She

also mentioned that they have never had a problem with harassment in the workplace as long

as she has been employed there.

Analysis

Regarding wages, overtime pay, and limits on number of hours worked - we looked to the

Employment (Labour) Standards Legislation. These laws establish minimum employee


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grounds for Ontario are Race, Colour, Religion, Sex, Age, Family status, Language and Sexual

orientation.

There are different types of harassment that can happen in the workplace. Harassment

includes unwelcome behaviour that demeans, humiliates, or embarrasses a person and that a

reasonable person should have known would be unwelcome. (Dessler & Cole, 2011, Page 34)

There are three types of harassments of the sexual nature; sexual harassment (most common),

sexual coercion, and sexual annoyance. In order for companies to reduce their liability, rigorous

harassment policies should be put in place.

Recommendations

Our recommendations consist of only one of the reviewed sections in the Changing Legal

Emphasis and it has to do with the piece on discrimination. Tricia stated that she was unsure if

they really discriminated based on age, or if that was just better planning on their part. We

suggest, to be sure there is no discriminating factors in the age category, that they review their


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Meeting Human Resources Requirements

Designing and Analyzing jobs

Description

Tricia Hyde explained in the interview questionnaire that Dairy Queen has specific job

descriptions for their employees, there are specific duties and expectations that employees are

expected to perform. If an employee cannot perform a specific duty, then additional training or

mentoring will be given to the employee. Tricia explained the level of physical and mental effort

required for success at Dairy Queen. There are a number of tasks within the company that

employees are responsible for, and they rotate between them. Job rotation is important for the

employee to keep them motivated. Ergonomics within Dairy Queen is important to reduce

strain on muscles and other long term dangers. Countertops are designed to the correct height.

Analysis

Dairy Queen is on the right track by defining clear duties and responsibilities for employees.


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minimize strain on the employees bodies, by structuring the work around a human body.

Designing workstations this way will reduce long term employee injury from strain. This not

only helps reduce employee injury, but also increases efficiency and productivity in the

workplace.

Recommendation

Dairy Queen would benefit from a position analysis questionnaire performed by their

employees. This is a gathering of information that would better define the duties and

responsibilities at Dairy Queen. The questionnaire would cover work behaviours, work

conditions, and job characteristics. The information would be gathered by looking into the six

aspects of the job.

1. Information Input where and how a worker gets information needed to perform thejob

2. Mental Process The reasoning, decision making, planning, and information processing


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Employees should be empowered, and given more choice and decision making ability in the

store. Job enrichment and extension would provide a mix of skills being used, and keep

employees motivated.

Benefit

Employees would feel more engaged with some job enrichment. When given more power in

decision making they would be happier in their jobs; this study was performed by Frederick

Herzberg. Employees would benefit from extra achievement recognition, growth, responsibility

and performance of the entire job. This might include employees noticing, and controlling the

situation when quality standards are not met. This would be beneficial for both the employee

and the quality of goods being sold to the customers.

Human Resources Planning

Description

Tricia Hyde explained how employee demand is forecasted. Schedules are planned according to


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Management does not have inventories on which skills, qualifications and education managers

have.

Management has found an effect on candidates available for jobs based on local labour market

conditions. For example when high school and university students are let out of school for the

summer, there is a much larger supply of potential employees. Students are looking for work

once they have free time from school. However the same occurs when students return to

classes in the fall, there is a much smaller supply for candidates.

When there is a labour surplus, and has too many employees. Dairy Queen deals with

additional employees by using a few different techniques. The main way Tricia Hyde deals with

a surplus is to not hire any more employees and initiate a hiring freeze. Dairy Queen would

then reduce the number of hours employees would work in a week. Dairy Queen does not offer

early retirement or termination with a severance package. The jobs available are entry level and

part-time and it is not feasible to provide such expensive options.


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Human Resources planning is important, and Dairy Queen foresees what labour demands are

required, and hires/dismisses employees accordingly. They are doing an excellent job recruiting

employees on time, because they forecast their demand.

What Dairy Queen has been doing to estimate staffing requirements and forecasting is to use

trend analysis. This means for Dairy Queen noticing the patterns in staffing, for example,

employees who quit their jobs in the fall to go back to school. Trend Analysis is constructing and

applying statistical models that predict labour demand for the next year, given relatively

objective statistics from the previous year.

Skills inventories are used for employees to uncover which employees require additional

training or mentorship. Management does not have inventories on which skills, qualifications

and education managers have.

Recommendation

Dairy Queen recognizes that there are patterns in employee requirements and forecasts


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force. Forecasting supply and demand of labour reduces surpluses or shortages of labour and

makes the company run smoother.

A trend analysis would help forecast demand by taking statistics from the previous year, and

applying them to current year scheduling. This is done in many establishments already and is

quite accurate.

Recruitment

Description

Dairy Queen has a recruitment process using both online resume drop offs, and in store drop

offs. The candidates resumes are skimmed through by managers at stores before selecting

which should be interviewed. Candidates with appropriate skills are then interviewed by store

managers.

Dairy Queen identifies job openings by posting them in store, employee referrals, and online

advertisements. They use methods of recruitment by selecting qualified applicants from a pool.


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Dairy Queen uses a standard application form that adheres to Human Rights Legislation. It does

not include questions regarding age, sex, or place of origin.

Analysis

Employee recruitment is a very important aspect of human resources. The labour market is

enormous, and needs to be narrowed to who would be successful in a position with the

company. Both internal and external applicants should be considered. Both have different

qualities that make them important. Direct applicants and referrals deliver quality candidates to

employers. Referrals however are candidates who apply because someone within the company

prompted them to, and may carry a little bit more credibility. Approximately one third of

employees within large companies are referred. (Steen, Noe, Hollenbeck, Gerhart & Wright,

2009)

Recommendation

Dairy Queen does not need to drastically change their recruitment process They do a fine job


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Dairy Queens selection process involves preliminary background screening, background and

reference checking, interviews of past supervisors, and hiring decisions and candidate

notification. Interviews are done either one on one, or with a panel interview. Interviews are

only done face-to-face, and never used video conferencing, or with several applicants at once.

Interviews are structured meaning that all candidates are asked the same questions and put in

the same scenarios. However if an area of interest arises, candidates would be asked additional

questions.

Questions for candidates in the interview include both behavioural (how did you behave in the

past when you needed to deal with a difficult task and problem solve) and situational (how

would you behave, or handle an angry customer?).

Dairy Queen treats every candidate the same, and hires on a non discriminatory basis. Every

candidate is given an equal chance, and Dairy Queen does not hire based on discriminatory

grounds.


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6. Hiring decisions and candidate notificationSelection testing needs to be realistic and valid to which job the test is for. This is testing is only

relevant to the position; A company would not include any questions that were irrelevant or

unnecessary to know to complete the job tasks required.

Recommendation

Dairy Queen is already doing a great job when it comes to selection. A great job on their part

comes to their application form, which uses the same structure for each applicant. Applicants

fill in their name, contact information, and position applied for. This is useful for Dairy Queen

because it allows them to skim through applicants faster, to find the candidates able to move

on and receive an interview.

Developing Effective Human Resources

Orientation and Training


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Department policies/procedures Workplace safety

Training is also well established and Dairy Queen uses both on the job and off the job training.

On the job training includes the buddy system and having subject matter experts training

others. Off the job training consists of using an e-mail link to survey monkey where the new

employee will watch informational videos followed by completing on-line quizzes. When we

asked Tricia how they know that someone needs more training, she replied that they look at

performance and any issues that may be present, as well as if there is a new policy, procedure

or product introduced. In order to evaluate the training, they use testing as well as having the

employees show what they can do.

Analysis

Orientation is the next step once an employee has been hired. Orientation often includes a tour

of the workplace, information about the company, its history and specific information about


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new employee was expecting the job to be like. It is important that an orientation program not

provide too much information as to overwhelm a person. Providing too little information is

equally as important to avoid as this could cause the new employee the need to as many

questions as they arise. This makes it difficult for them to work as they do not have a full

understanding of the company and its expectations.

Training, which is basically a learning process for new employees, is the next step after the

orientation process. Training teaches employees what they need know in order to perform

their jobs. To better the training process, understanding the different ways that people learn is

extremely important. The three different ways people learn are by talking and listening, seeing,

or by doing. It is important to personalize the training accordingly for each individual. There is

also a legal aspect to training; according to the human rights and employment equity

legislation, several aspects of employee training programs must be assessed with an eye

toward the programs impact on designated group members. (Dessler & Cole, 2011, Pg. 218)

The five step training process consists of:


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Recommendation

Dairy Queen already has a well established orientation and training program in place. They also

are continually improving these procedures in conjunction with any changes and employees

learning patterns. Therefore, we have no recommendations within this particular section

besides that they should continue with what they are currently undertaking. As long as current

and future employees are learning at a reasonable and acceptable pace, there is no need to

incorporate any further techniques in regards to training and orientation.

Benefit

The main benefit in Dairy Queen continuing their current orientation and training programs is

that there is no extra cost in doing so. We believe that Dairy Queen has two great programs and

would strongly benefit from staying on track and improving accordingly, as needed.

Total Rewards


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they need off or would prefer working. There is no pay-for-performance, but there is a bit of

recognition in the form verbal appreciation and staff e-mails.

When discussing their rate of pay and whether it compares to other similar organizations, she

stated that is does not compare, it is actually higher than everyone else. Not too much, but it is

noticeable, and the pay increases accordingly as the employee moves up in levels from trainee

to shift manager.

Analysis

It is critical to every employee that they are fairly compensated for their work. Managing

compensation and rewards is an essential task. A total rewards approach considers individual

reward components as part of an integrated whole in order to determine the best mix of

rewards that are aligned with business strategy and that provide employee value, (Dessler &

Cole, 2011, Pg. 298) There are five components to total rewards which include compensation,

benefits, work/life programs, performance and recognition as well as development and career


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record keeping of pay information, and more. (Dessler & Cole, 2011, Pg. 300) There are also

Pay Equity Acts, Human Rights Acts, CPP and Other Legislation.

In order to establish a pay rate, there are internal and external equity factors. Pay must

compare with rates in other similar organizations, and employees must view their pay rate and

equitable. There is a process to consider which includes:

1. Determining the worth of jobs within the organization.2. Conducting a wage survey to other comparable jobs.3. Combining a job evaluation and wage survey to determine your pay rates.

When an employee understands the standards in regards to pay rates and future opportunity

to have a hand in changing their rate of pay, it serves as a motivating factor in job retention.

Recommendation

Seeing as Dairy Queen employs nearly all students, and all part-time employees, there is no


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to create the perfect product while maintaining exceptional customer service and value for the

money they spend.

Regarding the rate of pay Dairy Queen has for their employees, we have no recommendations

to change it. Although their rate of pay is not comparable to other organizations, this is because

it is actually a bit higher. Dairy Queen should continue the current pay strategy they are using

now as long as they dont overpay their employees.

Benefit

A major benefit to organizing an employee recognition program is that employees will become

more engaged at work, will want to be there and will strive to do better. In addition, employees

share team spirit which collectively works as a benefit to the company. Results are often

displayed in profits earned, which in the eyes of both employer and employees is a win-win

situation. A third benefit in having an employee recognition program is that it will increase

employee retention as it would help them build self-esteem and feel appreciated. For reasons


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Employees are assigned shifts, and paid hourly for them. Dairy Queen does not offer

commission, bonuses, profit sharing, or stock options. There is no employee recognition based

on pay for performance. However, employees are recognized for exceptional work verbally and

via e-mail.

Analysis

Popularized by Frederick Taylor in the late 1800s was the use of financial incentives. Other

compensation strategies include pay-for-performance and variable pay. Variable Pay is any

plan that ties pay to productivity or profitability. (Dessler & Cole, 2011, Pg 325) There are

many types of incentive plans. Individual incentive plans give compensation on top of regular

pay to those to exceed the standard performance level. There are also non-monetary incentives

such like verbal praise in appreciation that can be given to employees for a job well done.

Employee recognition programs are a critical component of the total rewards mix. (Dessler &

Cole 2011, page 344) The number one reason that people leave their place of employment is


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Recognition programs help to motivate employees to increase their productivity and can

motivate people to boost their efforts. It improves their attitudes at work, creates a positive

and supportive environment as well as helping to build confidence.

Recommendation

Because Dairy Queen has all part-time employees, other compensation strategies, besides basic

wages, are not necessary. They already are paying at a rate slightly above other comparable

organizations and also give half-price product to employees during their breaks. Therefore, we

believe that Dairy Queen has a good compensation arrangement in place already.

As for having a structured recognition program, we believe that this is the only real issue at

Dairy Queen. Our recommendation is that they put into place a formal recognition program to

help motivate the many young people that work there to go above and beyond the minimum.

Inspire them to want to work, strive to improve and encourage a positive environment.

Recognizing excellent leadership production and customer service via verbal praise would be a


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a crucial factor in saving money in this category. On top of that, having increased productivity

(output) while keeping the employee level (input) the same would greatly help to increase

profitability of Dairy Queen. A recognized employee is a happy employee is a productive

employee!

Employee Benefits and Services

Description

Tricia noted that Dairy Queen does not offer any employee benefits or services, and therefore

also do not have a flexible benefit program where employees can choose the benefits they wish

to receive.

Analysis

Company benefit and service programs are an important piece of many employees

compensation. For the aging workforce, health-care benefits are becoming increasingly

important. (Dessler & Cole, 2011, pg 354) There are some benefits that are mandated by law


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Given that Dairy Queen only has part-time employees, most of which are young and still

covered under their parents own benefits or even their own school benefit program, it is not

necessary that Dairy Queen establish an employee benefit program.

Building Effective Employee-Employee Relationships

Occupational Health and Safety

Description

When discussing the importance of health and safety with Tricia we asked if every reasonable

precaution was taken to ensure the health and safety of the workers. Various questions in

regards to Due diligence were brought up such as, ensuring that safety rules are enforced,

posting safety notices and legislative information, maintaining records, and filing government

accident reports. (Dessler & Cole, Human Resources Management in Canada, 11th

Edition,

2011, page 383) Tricia was very forthcoming and replied yes to these important requirements.


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We also discussed with Tricia the topic of a Joint Health and Safety Committee, which they do

not have at present. Some of the things included with a Joint Health and Safety Committee are

inspecting and evaluating any hazards as well as implementing a solution. There currently is not

a formal workplace inspection person or committee. They do however follow the WHMIS

(Workplace Hazardous Materials Information System) training for employees as well as have

MSDS (Material Safety Data Sheets) readily available.

Analysis

Depending on the particular environment, health and safety rules can be common or specific.

All part-time workers must comply with health and safety regulations that are set in place.

According to (Dessler & Cole, 2011, page 385) safety-minded managers must aim to instill in

their workers the desire to work safely by cleaning up spills or wet floors. But management

cant keep an eye on workers all the time, so workers have to want to work safely. Chance

occurrences, unsafe conditions, and unsafe acts cause workplace accidents (Dessler & Cole,


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Tricias knowledge of Human Resources is a definite asset and has served her well in keeping a

health and safety conscious workplace, but we feel that maybe she could take it one step

further and become certified in health and safety. This could be accomplished at a cost of under

$400 (see Appendix C) A Health and safety certification may provide her with valuable insight to

further protect the young workers at Dairy Queen. Tricia would be able to take her new skills

and deliver them to her employees.

In regards to the Joint Health and Safety Committee, there is no legal requirement for such a

committee as Dairy Queen employs all part-time workers. According to the Occupational Health

and Safety Legislation, Most jurisdictions require a joint health and safety committee to be

established in each workplace with a minimum number of workers (usually 10 or 20). In the

other jurisdictions, the government has the power to require a committee to be formed.

(Dessler & Cole, 2011, page 383)

As for providing information about hazardous materials in the workplace, this is a policy that


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fear of appearing unknowledgeable; and because of lack of understanding, they may decide to

make changes to the job in unexpected and possibly risky ways. (Dessler & Cole, 2011, page

392) Now, this kind of knowledge can be obtained through health and Safety certification. It

would be beneficial for Tricia to become certified to further be able to pass this knowledge on

to the young employees at Dairy Queen. As a certified Health and Safety representative for the

Dairy Queen Tricia would greatly reduce potential hazardous or risky situations and improve an

already good environment.

Fair Treatment

Description

When discussing the topic of employee relations with Tricia, we discovered that despite the

lack of multi-communication tools used, employee relations are still quite good. E-mail, both

broadcast and one-to-one, is the main form of employer-employee communication. It is used to

send out the work schedule and information on various other items such as new policies,


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where a contact name and number is needed in the case that the cake decorator needs more

information.

When we asked Tricia about disciplinary procedures, she talked about different ways

employees are dealt with when they dont follow procedure or display inadequacy. If an

employee requires some sort of discipline or redirection, they are first given a verbal warning.

They are told what it is they are doing and what it is they should be doing. If that fails, they

move on to the next step which is extra training, and finally termination if the training is not

successful.

Analysis

Communication is a key factor with employee relations. Without communication, the strategic

benefit of employee engagement would be lacking. It helps to keep employees continually

motivated, especially when you communicate to them what they are doing well, always being

sure to treat them equally and in a ethical manner. With respect to employee relations, there


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personal information across Canada, including employers collection and dissemination of

personal information about employees. (Dessler & Cole, 2011, page 420)

When discipline or termination is required, it is imperative that the manager and/or HR person

do so fairly and legally. Employee discipline and termination of employment are two of the

most common situations in which employees perceive that they are treated unfairly. (Dessler

& Cole, 2011, page 425) Further, there should be rules, regulations, and even a progressive

penalty system in place. This will help to ensure fair treatment and decrease the possibility of

animosity.

Recommendation

We would like to start our recommendation regarding employee relations by complimenting

the fact that Dairy Queen has a good system in place already. We also would like to recommend

some additional drivers of engagement for their consideration. We believe that having a

recognition program in place would motivate employee to follow procedures and instill a


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Benefits

One automatic benefit that exists at the Dairy Queen is that the employs are all part-time

workers. Most employees are hard working, intelligent teenagers who enjoy their part-time job,

and know that its a temporary stepping stone to better things in the future. While attending

high school and post secondary school, employees enjoy earning extra income slinging ice

cream. They already have developed drivers of engagement by working for a company with a

solid reputation, seen as a leader, and provide enjoyment and satisfaction to its customers.

Furthermore, reinforcing employee engagement with fair treatment, concern for their well

being, and treating them with dignity and respect by recognizing any small achievements or

contributions toward company goals will develop a successful workforce. A recognition

program would be ideal among employees at the Dairy Queen who we believe would strive to

achieve, because of the challenge, and the opportunity to be recognized for their efforts.

Employee engagement is strongly correlated to performance outcomes, including


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jobs being performed, greater job security, and improved working conditions; and to increase

job satisfaction. (Dessler & Cole, 2011, page 438) Tricia explained to us briefly that her part

time employees are temporary, and in most cases are exposed to the working world for the

first time. Collectively, they have no desire to strike, walk-out, go to arbitration, or file

grievances. These are young teenagers! They are mostly concerned with earning a few extra

dollars and getting school work completed. Employee-Management relations run quite

smoothly at the Dairy Queen and there is no need or desire for a union.

Analysis

Since there is no union and labour relations are quite unique, therefore eliminating any

attempts to form a union, its always a good idea to maintain a functional and respectful labour

relationship. And that is exactly what is happening at the Dairy Queen.

Recommendations

We believe Tricia should keep doing what she is doing at Dairy Queen because she is very


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making disciplinary mistakes. Another great benefit of having a union is increased wages and

better benefits or at least prevention of deteriorated benefits plans.

Conclusion

Weber Street Dairy Queen in Waterloo is doing an overall excellent job in the area of Human

Resources Management. Even though they do not actually have an official HR person in the

company, Tricia Hyde does a very good job taking care of the many HR tasks.

The only major recommendation we would like to make to Tricia is that she look into creating a

formal employee recognition program. As discussed in the above report, this would be a major

benefit to the company, the owner, and all current and future employees. Not only would this

increase employee morale, it would decrease employee turnover. Employee retention is a great

way to save on hiring and training costs.


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Appendix A Interview QuestionsChapter 1

1. Does your HR person sit at the strategic planning table?2. What environmental influences impact HRM?

Chapter 2

1. Does your company abide to the minimum wage?2. Do you have Parenting and adoptive leaves?3. Do you have Overtime pay?4. Do you believe your company hire based on any discrimination?5. Does your company set a limit on maximum work hours per day/week?6. Does the hiring practice discriminate directly or indirectly?7. Is there a bona fide occupational requirement for your company?8. Has there been a problem with harassment in the workplace ever?9. Does the company have a policy to deal with harassment?

Chapter 4

1. Does each position in the company include a specific job description?2. What is done if an employee isnt able to perform an essential duty?3. Is there a level of both mental and physical competency required?4. Is the job design ergonomic? (Minimize strain on body)?5. Are employees rotated through tasks in the company? (job rotation)

Chapter 5

1 D f t l d d?


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Chapter 7

1. Do you have a selection process?2. How do you administer an interview?3. Are interviews structured?4. What types of questions do you ask?5. Do you ask questions that violate human rights legislation?6. Do you treat each candidate the same?

Chapter 8

1. Do you have an orientation program?2. Do you conduct any training?

If yes, what kind of training do you do? Do you use any of the following training methods? (List was provided) How do you know someone needs (more) training? Do you evaluate training?

Chapter 11

1. Do you have an Awards Program?2. Does your rate of pay compare with rates in other organizations?

Chapter 12

1. Do you have an employee incentive plan?2. Do you have an employee recognition program?

Chapter 13


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4. Do you have a privacy policy?5. Do you have any policies surrounding internet use?6. Do you have disciplinary procedures?7. Have you ever been sued for wrongful dismissal?

Chapter 16

1. Do you have a union?

Appendix B

Contact InformationTricia Hyde, Dairy Queen Waterloo

238 Weber St. N. Waterloo, ON

(519) 746-7868

Appendix C

OH&S Certification InformationOccupational Health and Safety

PERS 1430 P

Units: 3

Today, workplace safety in Ontario is governed by a well-coordinated set of legal schemes that address

many facets of work safety: hazardous materials; employer, supervisor, and worker safety

responsibilities; and a public insurance scheme to address work injury claims, among others. Ontarioemployers are required to maintain a current understanding of all of these schemes so that they can run

their business in compliance with the law. This senior-level course is designed to support the

d l f h d di


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Appendix D Turnitin ReportPaper submitted to Turnitin report not available


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Bibliography1. Steen, S. L. M., Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2009). Human resources

management. (Second ed.). Toronto, ON: McGraw Hill Ryerson.

2. Dessler, G., & Cole, N. D. (2011). Human resources management in Canada. (Eleventh ed.). Toronto,

ON: Pearson Prentice Hall.

3. Pascal, B.W. (2001). The Orientation Wars, Workplace Todayp.4

4.

http://www.niagaracollege.ca/content/ContinuingEducation/CECourseCalendar/CECourseList/CECourseDetails/tabid/793/ncAcademicCareerId/PSEC/ncSubject/PERS/ncCatalogueNumber/1430/ncAcademicGr

oupId/CE/ncAcademicTermId/1122/Default.aspx
http://www.niagaracollege.ca/content/ContinuingEducation/CECourseCalendar/CECourseList/CECourseDetails/tabid/793/ncAcademicCareerId/PSEC/ncSubject/PERS/ncCatalogueNumber/1430/ncAcademicGroupId/CE/ncAcademicTermId/1122/Default.aspxhttp://www.niagaracollege.ca/content/ContinuingEducation/CECourseCalendar/CECourseList/CECourseDetails/tabid/793/ncAcademicCareerId/PSEC/ncSubject/PERS/ncCatalogueNumber/1430/ncAcademicGroupId/CE/ncAcademicTermId/1122/Default.aspxhttp://www.niagaracollege.ca/content/ContinuingEducation/CECourseCalendar/CECourseList/CECourseDetails/tabid/793/ncAcademicCareerId/PSEC/ncSubject/PERS/ncCatalogueNumber/1430/ncAcademicGroupId/CE/ncAcademicTermId/1122/Default.aspxhttp://www.niagaracollege.ca/content/ContinuingEducation/CECourseCalendar/CECourseList/CECourseDetails/tabid/793/ncAcademicCareerId/PSEC/ncSubject/PERS/ncCatalogueNumber/1430/ncAcademicGroupId/CE/ncAcademicTermId/1122/Default.aspxhttp://www.niagaracollege.ca/content/ContinuingEducation/CECourseCalendar/CECourseList/CECourseDetails/tabid/793/ncAcademicCareerId/PSEC/ncSubject/PERS/ncCatalogueNumber/1430/ncAcademicGroupId/CE/ncAcademicTermId/1122/Default.aspxhttp://www.niagaracollege.ca/content/ContinuingEducation/CECourseCalendar/CECourseList/CECourseDetails/tabid/793/ncAcademicCareerId/PSEC/ncSubject/PERS/ncCatalogueNumber/1430/ncAcademicGroupId/CE/ncAcademicTermId/1122/Default.aspxhttp://www.niagaracollege.ca/content/ContinuingEducation/CECourseCalendar/CECourseList/CECourseDetails/tabid/793/ncAcademicCareerId/PSEC/ncSubject/PERS/ncCatalogueNumber/1430/ncAcademicGroupId/CE/ncAcademicTermId/1122/Default.aspx


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Student Contribution Report

Human Resource Management

HRM2040Student Contribution Report Organizational Analysis Project

In order to more fairly distribute marks that accurately reflect individual student efforton thegroup organizational analysis project the following report is being used.

Note: This report must be completed and submitted at the time the assignment is presented and is

required before individual group member marks are assigned.

Student Name (Print First/Last) Contribution %

Member 1: Kale Hofstetter 33

Member 2: Krystal Hyde 34

Member 3: Chris Bouchard 33

TOTAL (must = 100%) 100%

All group members participated in the completion of this contribution report and agree withcontribution %s assigned (Please check)

The group assignment must be submitted on the due date along with this completedStudent Contribution Reportto demonstrate a consensus of the group on individual effort putinto the group project.

Until this report is received no grade will be assigned to any of the members of the group Individual contributions are to be measured on a % basis

Individual marks are determined by multiplying the contribution % rate for each group member times the

overall Group Project Grade (out of 25) times the # of group members, for example.

33.3% individual contribution X 23 (project grade) X 3 members = 23/25 (Maximum mark) 20 0% individual contribution X 23 (project grade) X 3 members = 14/25 (Rounded up)


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Rubric

HRM2040 Organizational Analysis Project Grading Rubric:(This sheet must be inserted into the last

page of your report)Marks Available 1-3 4-7 8-10 Weight Mark

Format

o Turnitin Reporto Student Contribution

Reporto Executive Summaryo Table of Contentso Subtitles and Headingso APA Style in text

citationso Implementation Plano Conclusiono Bibliographyo Inclusion of contact

name and interviewdate in bibliography

Missing >2 elements of

formal business report

format

Subtitles Missing or

misleading

Contains significantnumbers of spelling or

grammatical mistakes

Little evidence of careful

proofreading

Missing 1-2 elements of

formal business report format

No appendices provided

where opportunity exists

All subtitles present and

informative

Few relatively minor spelling

and grammatical mistakes

Evidence of adequate

proofreading

Complied with format and/or

exceeded expectations

High degree of visual appeal

Includes relevant annotated

Appendices

May include annotated charts

Relatively free of any spelling or

grammatical mistakes

Evidence of highly detailed

proofreading

__ x 1

Description

o Role of HRo Legal Complianceo Job Analysiso HR Planningo Recruitmento Selectiono T and Do Base Payo Variable Pay

Missing more than 2

course units

Description of current

practices unclear

Missing one to two course

units or explanationsunclear/confusing/sketchy

Did not provide any specific

examples of practices

Included all units, sufficient

detail and clarity of explanation

Provided specific examples of

practices

__x 3


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o Benefits and Serviceso Health and Safetyo EE relationso Labour Relations

Analysis

o Identified strengthsand weaknesses ofcurrent approach

o Identified hard andsoft costs

Little to no analysis

provided

Report primarily

descriptive

Few implications

identified

Some analysis provided but is

primarily sketchy,

Does not identify pros and

cons,

Pros and cons are

insignificant or not

meaningful

Provided impacts on other HR

functions

Analysis is detailed,

outlined significant pros and

cons

Identified impacts beyond HR

e.g. on other managerial

functions, other stakeholders

__x 3

Recommendations

o Reflect course theoriesand techniques

o Appropriate tocompany size andindustry/context

o Directly related togaps identified

Few recommendations

provided

Impacts identified

non-sensical

Did not include obvious

techniques or

approaches from course

Recommendations contain

gaps,

Little justification

Some connection to text or to

theory

Minor approaches not

considered

Recommendations complete,

convincing justification

Strong connections to theory

and text

Considered all appropriate

techniques and approaches

__x2

Costs/Benefits

Explained

Did not explain benefits

likely or did not provide

bottom line connections

Identified only soft

benefits

Some gaps in bottom line

connections, illogical

connections, some missing

explanations

Provided some hard and soft

Explained all anticipated

benefits, strong connections

made to bottom line benefits

Provided complete and accurate

detailed hard and soft

__x1


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Did not explain hard

benefits

benefits or implications

Identified some timing issues

benefits/cost estimates

Primary and Secondary

Research

o Conducted primaryresearch withorganization

o Used college resourcesto provide crediblesecondary researchsources

Did not conduct primary

research, reliedexclusively on secondary

sources, no evidence of

credible research;

sources not credible

Conducted both primary and

secondary research; most orall of sources credible

did not use secondary

research to bolster

recommendations

sources from non peer

reviewed journals

Secondary research used to

bolster recommendations

Extracted from highly credible

peer reviewed academic

journals

__x1

Total

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human resources - organizational analysis

Documents