part 5 staffing activities: employment chapter 12: final match mcgraw-hill/irwin
TRANSCRIPT
Organization StrategyOrganization Strategy HR and Staffing StrategyHR and Staffing Strategy
Staffing Policies and Programs
Staffing System and Retention Management
Support Activities
Legal compliance
Planning
Job analysis
Core Staffing Activities
Recruitment: External, internal
Selection:Measurement, external, internal
Employment:Decision making, final match
OrganizationMission
Goals and Objectives
Staffing Organizations Model
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12-3
Chapter Outline
Employment Contracts Requirements for Enforceable
Contract Parties to Contract Form of Contract Disclaimers Contingencies Other Employment Contract
Sources Unfulfilled Promises
Job Offers Strategic Approach to Job
Offers Job Offer Content
Job Offer Process Formulation of Job Offer Presentation of Job Offer Timing of the Offer Job Offer Acceptance and
Rejection Reneging
New Employee Orientation & Socialization
Orientation Socialization Examples of Programs
Legal Issues Employment Eligibility
Verification Negligent Hiring Employment-at-Will
12-4
Learning Objectives for This Chapter
Learn about the requirements for an enforceable contract
Recognize issues that might arise in the employment contract process
Understand how to make strategic job offers Plan for the steps of formulating and presenting a job
offer Know how to establish a formal employment
relationship Develop effective plans for new employee orientation
and socialization Recognize potential legal issues involving final
matches
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Discussion Questions for This Chapter
If you were the HR staffing manager for an organization, what guidelines might you recommend regarding oral and written communication with job applicants by members of the organization?
If the same job offer content is to be given to all offer receivers for a job, is there any need to use the strategic approach to job offers? Explain.
What are the advantages and disadvantages to the sales approach in the presentation of the job offer?
What are examples of orientation experiences you have had as a new hire that have been particularly effective (or ineffective) in helping to make the person/job match happen?
What are the steps an employer should take to develop and implement its policy regarding employment-at-will?
12-6
Employment Contracts
Requirements for enforceable contractParties to contractForm of contractDisclaimersContingenciesOther employment contract sourcesUnfulfilled promises
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Employment Contracts
Requirements for enforceable contractOfferAcceptanceConsideration
Parties to contractEmployee or independent contractorThird parties
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Employment Contracts (continued)
Form of contract Written contract
Does the company mean to be held to this? Where appropriate, avoid using words that imply binding
commitment. Make sure all related documents are consistent with one
another. Always have a second person review what another has
written. Look at the entire hiring procedure.
Oral contract One-year rule Parole evidence Suggestions
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Employment Contracts (continued)
Disclaimers Oral or written statement explicitly limiting an
employee right and reserving that right for employer Recommendations for enforcement
Clearly stated and conspicuously placed in appropriate documents.
Employee should acknowledge receipt and review of the document and the disclaimer.
Should state that it may be modified only in writing and by whom.
The terms and conditions of employment, including the disclaimer, as well as limits on their enforceability, should be reviewed with offer receivers and employees.
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Employment Contracts (continued)
ContingenciesExtending a job offer contingent on certain
conditions being fulfilled by offer receiverOther employment contract sources
Employee handbooksOral statements made by employer
representatives
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Employment Contracts (continued)
Unfulfilled promisesOrganizational HR issues
Do not make promises unwilling to keepBe sure promises made are kept
Potential legal claimsBreach of contractPromissory estoppelFraud
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Discussion questions
If you were the HR staffing manager for an organization, what guidelines might you recommend regarding oral and written communication with job applicants by members of the organization?
12-15
Job Offer Content
Starting date Duration of contract Compensation
Starting pay Flat vs. differential
rates Exh. 12.2: Example of
Starting Pay Policies Variable pay
Short term Long term
Benefits Hours
Idiosyncratic deals Ex. 12.3
Special hiring inducements Hiring bonuses Relocation assistance Hot skill premiums Severance packages
Restrictions on employees
Acceptance terms Sample job offer letter-
Ex. 12.4
Exhibit 12.3 Idiosyncratic Deals
Category ExamplesTasks and work responsibilities that are specially tailored to the employee's unique KSAOs
An engineer in a technology firm with an interest and background in marketing will participate in marketing meetings
A salesperson who is especially familiar with a certain product line will be given paid time to share expertise with other workers
A customer service provider interested in management will be paid to attend skill development workshops
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Exhibit 12.3 Idiosyncratic Deals
Category ExamplesFlexible schedules to accommodate individual employee needs
An employee will be allowed to come in later in the day and leave later to accommodate childcare needs
An employee whose spouse works a non-standard workweek will be given a Tuesday to Saturday schedule
A non-exempt employee will have variable hours per week
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Exhibit 12.3 Idiosyncratic Deals
Category ExamplesThe ability to work outside of the main office
A virtual private network or cloud-based servers will be used to allow employees to access work data remotely
Provide mobile devices like tablet computers or smartphones and pay for connectivity fees for an employee who travels frequently with her family
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Exhibit 12.3 Idiosyncratic Deals
Category ExamplesFinancial incentives that are particular to the employee and match his or her unique contribution to the organization
Compensate an especially productive research developer based on patent applications
Designate an employee with well-developed social networks a “rainmaker” and pay for each new client he brings in to other salespeople
Pay a bonus to a manager with strong developmental skills for each person she successfully mentors
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Job Offer Process
Formulation of job offer
Presentation of job offer
Job offer acceptance and rejection
Reneging
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Formulation of Job Offer
Knowledge of competitorsLabor demand issues
Who are the competitors?What terms and conditions are they offering for
the job for which the hiring organization is staffing?
Labor supply issuesOffers need to attract number of staff requiredOffers need to consider KSAOs of each offer
receiver and the worth of the KSAOs
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Formulation of Job Offer (continued)
Applicant truthfulness Minimal evidence exists on degree of applicant
truthfulness To combat deceit, organizations are pursuing
verification of all applicant information
Likely reactions of offer receivers Approaches to assess reactions to offers
Gather information about various preferences from offer receiver during recruitment/selection process
Conduct research on why offer receivers accept or decline job offers
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Formulation of Job Offer (continued)
Policies on negotiations and initial offers Job offers occur for both external / internal staffing Consider costs of job offer being rejected by
candidate Candidates may be receiving counteroffers from
current employer Currently employed candidates incur costs for
leaving and expect a “make whole” offer Candidates are sophisticated in presenting their
demands
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Formulation of Job Offer (continued)
Strategies for presenting initial offerLowball
offering the lower bounds of terms and conditions to the receiver
Market matchingan offer that is “on the market,” neither too high
nor too lowBest shot
gives a high offer, one right at the upper bounds of feasible terms and conditions
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Presentation of Job Offer
Mechanical approachRelies on one-way-communicationHighly efficient and inexpensiveAll applicants treated the same for legal
purposesSales approach
Active interaction with applicantAllows organization to respond to concernsMuch higher chance of offer acceptance
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Job Offer Process:Acceptance, Rejection, Reneging
Acceptance
Rejection
By organization
By offer receiver
Reneging
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Discussion questions
If the same job offer content is to be given to all offer receivers for a job, is there any need to use the strategic approach to job offers? Explain.
What are the advantages and disadvantages to the sales approach in the presentation of the job offer?
12-28
New EmployeeOrientation and Socialization
Orientation Exh. 12.7: New Employee Orientation Program
Suggestions Socialization
Content People Performance proficiency Organization goals and values Politics Language History
Delivery
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Discussion questions
What are examples of orientation experiences you have had as a new hire that have been particularly effective (or ineffective) in helping to make the person/job match happen?
12-30
Legal Issues
Employment Eligibility Verification Under IRCA, company is prohibited from
hiring or continuing to employan alien not authorized to work in U.S.
Negligent hiring Workplace torts issue involving claims by an injured
plaintiff that plaintiff was harmed by an unfit employee who was negligently hired by company
Employment-at-will Involves right of either employer or employee to
unilaterally terminate employment relationship
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Discussion questions
What are the steps an employer should take to develop and implement its policy regarding employment-at-will?
12-32
Ethical Issues
Issue 1 A large financial services organization is thinking of adopting
a new staffing strategy for entry into its management training program. The program will provide the trainees all the knowledge and skills they need for their initial job assignment after training. So the organization has decided to do college recruiting at the end of the recruiting season, hiring those who have not been fortunate enough to receive any job offers, paying them a salary of 10% below market, and providing no other inducements such as a hiring bonus or relocation assistance. The organization figures this strategy and employee value proposition will yield a higher percentage of offers accepted, low cost per hire, and considerable labor cost savings due to below market salaries. Evaluate this strategy from an ethical perspective.
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Ethical Issues
Issue 2 An organization has a staffing strategy in which it
over-hires by 10% the number of employees it will actually need in any job category in order to ensure it meets its hiring needs. It reasons that some of the new hires will renege on the accepted offer, and that the organization can renege on some of its offers if need be to end up with the right number of new hires. Evaluate this strategy from an ethical perspective.