Human Resources

Jennifer Gaston - Olivia Decarlo

- Reference: anchoring effect, confirmation bias and halo effect - Time constraint - No way to tell if Olivia is the best candidate

Role of the HR Professional

- Role is to help equip the line manager with the best people practices so that the organization can be successful - Active in policy formation - Employee advocate e.g. think of Toby

Approaches to Job Design

- Scope and scale of Tasks - Important features of jobs (job characteristics model) - Importance of work orientation

Performing Job Analysis

- Select the jobs to study - Determine info to collect - Identify sources of data - Collect data - Evaluate and verify data collection - Write job analysis report

5 Characteristics of the Model

- Skill Variety (use multiple skills) - Task Identity (visible outcome) - Task significance - Autonomy - Feedback

The Future of Job Design Research

- Special attention of social aspects of work - Allow more autonomy through job crafting - Increasing prominence of work performed by teams

The Partnership Between HR and the Line Manager

- Successful organizations are those that equip their line managers with a thorough understanding of good HRM practices

360-Degree Review

- Take a variety of inputs to get the most comprehensive view of an employee - Can cause administrative complexity

Diversity Management

- The combination of organizational policies and practices that supports and encourages employee differences in order to reach business objectives - Making optimal use of the multicultural workforce

Selection

The process of choosing individuals who have relevant qualifications and who will best perform the job to fill existing or projected job openings Getting the right person, in the right position at the right time

Job Design

The process of defining and organizing tasks, roles and other processes to achieve employee satisfaction and organizational efficiencies

Recruitment

The process of locating and encouraging potential applicants to apply for existing and anticipated job openings

Job Analysis

The process of studying jobs to gather, analyze, synthesize and report information about job responsibilities and requirements and the conditions under which work is performed

An Indiscreet Conversation

We made a ton of assumptions without anything to back them

Position

specific duties and responsibilities performed by only 1 employee

Jurisdiction

Legal or Other Authority Also the extent of this; the territory that it extends over

Canadian Human Rights Act Discriminatory Practices

- Denying someone goods, services, facilities or accommodation. - Providing someone goods, services, facilities or accommodation in a way that treats them adversely and differently. - Refusing to employ or continue to employ someone, or treating them unfairly in the workplace. - Following policies or practices that deprive people of employment opportunities. - Paying men and women differently when they are doing work of the same value. - Retaliating against a person who has filed a complaint with the Commission or against someone who has filed a complaint for them. - Harassing someone

BFOR Reading

- Employers designing workplace standards are obligated to be aware of the differences between individuals sand the differences that characterize that group of people - Must build equality into workplace standards - Must accommodate characteristics of affected groups

Affirmation Action Clause

Seeks to improve the conditions of disadvantaged groups through programs

What hiring Managers should be looking for

- Cultural fit - Work ethic - Job related performance - general cognitive ability

What attracts employees to organizations

- Culture - Compensation - Potential for advancement - Autonomy - Reputation - Work/life balance - Location

The Big 5 in 360-Degree Review

- Customers - Peers/team - Subordinates - Supervisor - Self Review

Disadvantages of Internal Recruiting

- Applicants from outside are a new source of ideas - Excessive internal hiring creates employee cloning - May not have necessary skills in the organization

Sources of Information

- Application Forms and Resumes (often over exaggerated) - Portfolios or sample work (very predictive) - Employment Interviews - Employment Assessments (measures aptitude or achievement) - Reference Checks (biased)

Formal Performance Review

- Ask for self-assesment - Invite participation - Express appreciation - Minimize criticism - Change the behaviour, not the person - Focus on solving problems - no blame game - Be supportive - Establish goals - Follow up day to day - Meeting setup (praise openly, critique privately)

Types of Interview Questions

- Behavioural: based on the belief that past behaviour predicts future behaviour "what did you do when..." - Situational: based on the belief that intentions predict future behaviour "what would you do if..." - Structured: based on job requirements and used to assess behavioural attitudes - Unstructured: broad questions that allow the applicant to freely express opinions

Future Jobs: Implications for Employers

- Benefit cost wise- High initial cost, however they reap operating cost benefits - Improves organizational efficiency - Replacing people with machines could make people angry (violent shift) - Manual Labour cost might be cheaper

Purposes of Managing Performance

- Compensation (salary, bonus) - Administrative (layoff, promotion) - Measurement of Performance (reward good behaviours) - Developmental (training needs, feedback)

Enforcement of Human Rights Legislation

- Complaint driven - Necessity of thorough investigation - Canadian Human Rights Commission is responsible for CHRA enforcement

Employment Equity

- Employment of individuals in a fair and unbiased manner - Legislation that focuses on certain groups that have been historically disadvantaged - Goal: % of groups in work force = % groups in work place

Goals of Recruitment (What they look for)

- Fit (person job and person organization fit) - Retention - Awareness - Diversity - Cost Efficient

How to Attract the Best College Talent

- Get your people to engage with students - Go where students are (not college fairs) - Market the application process as easy and engaging - Prioritize meaning over swag

Problems with Job Descriptions

- If they are poorly written and vague - Not updated - May violate the law - Limit scope of the jobholder - Do not contain standards of performance - Basis of conflict

Business Strategy and HRM

- In order to be competitive, an organization needs to think about its people as a part of its competitive advantage

Advantages from Recruiting Outside

- Individual brings unique skills - Brings a variety of people with different experiences and perspectives

Dispute Resolution Process

- Inquiry - Early resolution and preventative mediation - Filing a complaint - Mediation - Preliminary assessment - Investigation

How to Overcome Biases

- Involve others - Blind selection - Several pieces of info - Implicit association test - Clear rubric

The Line Managers Role in Defining Work

- It is the line managers job to determine what tasks and activities need to be performed in order to maximize a company's performance and reach its goals - The line manager needs to play an active role in determining what skills and abilities are necessary

Scope and Scale

- Job Enlargement: adding more tasks to job scope - Job enrichment: adding more responsibility

Job Description Aspects

- Job Title - Summary of Job - Duties and Responsibilities - Job Specification - Performance Standards - Date

Work Orientation

- Job: means to an end - Career: development and progression - Calling: higher purpose

Disadvantages of External Recruiting

- Lack of solid info about performance - Person may not know the industry or organization - Significant costs

Setting Job Requirements

- Make sure the job requirements are reasonable and made in good faith - Identify and clearly describe essential requirements - Think about stress when designing jobs - Be aware of potential discriminatory requirements and don't include them

Diversity

- Managing diversity goes beyond employment equity

Factors that Influence Performance

- Motivation - Environment - Ability

Future Jobs: Implications for Society

- Must find a workforce that has necessary skills to succeed - There will be a greater need for education - Change in society views- people do not need to work, artificial intelligence can manage work (perception shift) - Disposable income decreases

Future Jobs: Implications for Employees

- No jobs, no income level, standard of living decreases - Skills gained today will not be relevant long term - Need for higher/different education (Ex. blue collar to white collar job)

Key Considerations in Job Design

- Organizational objectives of the job (tasks, duties and responsibilities) - Industrial engineering considerations (efficient production processes) - Ergonomic concerns (human capabilities and limitations) - Behavioural concerns (talents, abilities and skills)

Role of the Line Manager

- People manager - The line manager is the one who directly interacts with the employees and is responsible for the effective contribution of those employees - Key driver of success

Deficiency of Assesment

- Performance overlooked by evaluator

Biases in Selection

- Person Perception (halo effect, implicit personality theories) - Stereotyping - Relating to process (cognitive biases) - Relating to information sources

Advantages of Recruiting from Within

- Promotes and rewards employees for past performance - Knowledge of contribution - Motivates employees - Lower costs

Canadian Human Rights Act Protected Grounds

- Race, national or ethnic origin, colour, religion, age, sex, sexual orientation, marital status, family status, disability, a conviction for which a pardon has been granted or a record suspended

When to do Job Analysis

- Recruitment - Changes in company - After a tough fiscal year - Start ups

Uses of Info from Job Analysis

- Recruitment - Selection - Legal Issues - Training and development - Performance Reviews - Health and safety - Compensation:

Job Crafting

- The physical and cognitive changes individuals make in the task or relational boundaries of their work - Actively altering the number, type and nature of tasks, interaction of others and cognitive perception of work - Done to enhance self image, enhance human connection and create meaning e.g. cleaning staff at hospital thinking they're integral to the medical team

Pay Equity

- The practice of equal pay for work of equal value

Performance Review Methods

- Trait Methods - Behavioural Methods - Results Methods

Designated Group

- Women - Visible Minorities - First Nations - Disabilities Employment equity act requires employers to develop plans to better represent these groups

Steps to Create an Effective Performance Management System

1. Clarify work to be done 2. Set goals and establish performance plan 3. Regular + frequent coaching 4. Formal review of performance 5. Recognize + reward performance 6. Comply with law 7. Decide who should provide performance info

Canadian Charter of Rights and Freedoms

1. Every individual is equal before and under the law and has the right to equal protection and equal benefit of law (equality) 2. Subsection 1 does not preclude any law, program or activity that has as its object the amelioration of conditions of disadvantaged individuals or groups (Equity)

Management Practice

1. Set + communicate clear performance expectations 2. Clear and specific standards and objectives 3. Provide coaching 4. Focus on accomplishment of objectives in performance review 5. Recognize good performance 6. Create action plan for employee improvement

Test for a BFOQ

1. Was the standard, policy or practice adopted for a rational purpose connected to the job? 2. Was the standard, policy or practice adopted in honest and good faith belief that it was necessary to fulfill legitimate work-related purpose? 3. Is the standard, policy or practice reasonable necessary to fulfill that legitimate work-related purpose?

Bona Fide Occupational Qualification (BFOQ)

A justifiable reason for discrimination based on business reasons of safety or effectiveness

Performance Management System

A set of integrated management practices

Job Characteristics Model

An approach to job design that recognizes the link between motivational factors and components of the job to achieve improved work performance and job satisfaction

Harassment

Any unwanted physical or verbal conduct that offends or humiliates the individual Behaviours that a reasonable person would perceive to be unacceptable

Federal Law

Applies to everyone residing in Canada Only applies to federal businesses, crown corporations etc.

Provincial Law

Applies to people/businesses residing in specific provinces

Statistical Approach

Criteria for successful job performance are listed and weighted Information is combined, highest score gets offer

Reverse Discrimination

Giving preference to members of certain groups such that other feel they are subject of discrimination

Reaching a Decision

Dependant on what an employee can and will do - Can do: knowledge or skills - Will do: motivation

Job specification

Detailed summary of qualifications needed to perform required job tasks

Clinical Approach

Each person involved will use different weights to the applicants background. Leads to different decisions, bias and stereotypes.

Performance Standards

Establishes the level of satisfactory performance

Employee Empowerment

Granting employees power to initiate change, thereby encouraging them to take charge of what they do

A middle ground between contact worker and employee

How much control do you want over your workers? Contract workers experience high volumes of turnover An employment model provides a more reliable and knowledgeable workforce, allowing

Validity

How well a test or selection procedure measures a person's attributes (accurately measures job performance) Accuracy

Employer Brand

Internally and externally promoting a clear view of what makes a firm different and desireable

Results Methods

Managers look at factual performance accomplishments Can sometimes push employees to pursue unethical measures - Performance measures (causes employees to look short term) - Management by objectives (establish objectives and use them as review) - Balanced Scorecard (financial, customer, processes & learning)

Wasting Millions Recruiting On Only a Few Campuses

Most prestigious employers are only recruiting at select campuses Pros: - Elite schools look for certain qualities in their applicants (good rep, time and cost savings) - Only hiring cream of crop Cons - Limit ability to attract top talent - Elite schools are demographically skewed - Students from elite schools have higher turnover - High fees to recruit on campus

The Best Recruiter at Google

Not willing to compromise on quality - Hiring expectations - Exhaustive search - No recruitment firms - Referrals from employees

Direct Discrimination

On grounds specified in the human rights legislation

Performance Management vs. Performance Appraisal

Performance Management - ongoing - forward looking - developmental side of things Performance Appraisal - momentarily - looking backwards - performance evaluation side of things

Duty to Accommodate / Reasonable Accomodation

Requirement that an employer must accommodate the employee to the point of "undue hardship" (cost and health/safety requirements) Based on three factors: - individualization (each person with a disability must be considered, assessed and accommodated individually) - dignity (consideration of how accommodation is provided and the individual's own participation in the process) - inclusion

Performance Review Training

SHOULD TRAIN REVIEWERS.... that is all

Job Description

Systematic, detailed summary of job tasks, duties and responsibilities Assures that employees and managers are on the same page regarding who does what

Work

Tasks or activities that need to be completed

Reliability

The degree to which interviews, tests, and other selection procedures yield comparable data over time and alternative measures Consistency

Systematic/Indirect Discrimination

The exclusion of members of certain groups through the application of employment policies or practices based on criteria that are not job related Company policy, practice or action that is not openly or intentionally discriminatory, but has an indirect discriminatory effect

Privilege

Things you haven't had to think of before or have not been aware of

Which to use?

USE BOTH - Structured to get good info about skills - Unstructured to help determine fit

Evaluating Recruitment Efforts

Yield Ratios: percentage of applicants who successfully move from one stage of recruitment and selection to the next Cost Per Hire: Cost of using particular recruitment source and divide by number of people hired to fill that job

Job

a group of related activities or duties

Human Resource Management

an integrated set of processes, practices, programs and systems in an organization that focuses on the effective deployment and development of it's employees

Trait Methods

extent to which an employee possesses certain characteristics that are viewed as important for the job/organization - Graphic rating scales

Behavioural Method

which actions should/should not be exhibited on the job - Behavioural checklist method - Behavioural anchored rating system - Behaviour observation scales