BMAL-590 Human Resources Management

forced ranking

A performance management system in which managers rank subordinates relative to one another Forced ranking suffers from the same issues as other ranking systems and can be discouraging for employees because even if they are performing well, they may get squeezed into the 'less than satisfactory' category.

Advantages and Disadvantages of Internal markets:

Advantages typically include lower recruitment costs, a faster recruitment process, and employee engagement and confidence in future opportunities. Disadvantages include a more limited pool of candidates, competition and potential conflict among employees and less diversity of ideas and perspectives.

HR Planning for Alignment and Change:

Alignment of HR policies and practices with both the external and organizational environments

Non-exempt

An employee who is subject to the minimum wage or overtime provisions of the Fair Labor Standards Clerical employees Bookkeepers Accounting clerks Lab technicians Medical assistants Paralegals Teachers Aide Licensed Practical Nurses

ADDIE

Analysis of needs, requirements, tasks, participants' current capabilities Design learning objectives, delivery format, activities and exercises Development--create a prototype, develop course materials, review, pilot session Implementation--training implementation, tools in place, observation, Evaluation--awareness, knowledge, behavior, results

Equal employment opportunity (EEO) and discriminatory employment practices:

Are closely related to each other. Directly impact fairness in the work environment

Recruitment and Retaining Qualified Employees:

Attracting and keeping qualified employees in the organization.

Compensation objectives typically relate to:

Attracting and recruiting quality employees Employee retention and satisfaction Encouraging and rewarding performance and contributions Meeting legal obligations

The employment laws in broad terms, seek to protect an employees rights in relation to:

Basis of Employment Privacy Equal Employment Opportunity (EEO) / Discrimination Health and Safety

No Surprises:

Because performance feedback should be ongoing, the overall performance rating should not be a surprise to the employee. If it is, then the performance feedback process is not working.

Preparation:

By both supervisor and employee. Know what you want to say and how you want to say it. Anticipate what the other person may say. Schedule meeting in advance and allow enough time. Select a neutral location if possible. Provide copies of completed forms and any other documentation. Have an agenda, a roadmap to help stay on track and ensure key points are covered.

The following elements should be included in an anti-harassment policy:

Clearly Inform Employees of the Rules Establish Procedures to Detect Harassment and Handle Complaints Provide Protection to Those Involved in Harassment Investigations Provide a Fair System for Discipline and Punishment

Internal equity:

Comparison among jobs in an organization.

External equity:

Comparison of similar jobs in other organizations.

Individual equity:

Comparison with individuals in the same job in the same organization.

Promoting Workplace Safety and Health:

Creating a work environment that minimizes the risk of injury or disease.

Employee Relations:

Developing effective partnerships with employees and, if applicable, labor unions in order to achieve organizational objectives and to maximize competitiveness.

Legal Compliance:

Developing effective processes and procedures to grow and manage the organization within the framework of employment laws, rules and regulations. Ensure all policies and practices are in compliance. Ensure all supervisors and managers are trained in employment related legislation.

Constructive Discharge

Employee voluntarily terminates his/her employment because of harsh, unreasonable employment conditions and practices that management caused and/or knew or should have known about and did not address.

Negligence

Employers have a duty or care for the actions of their employees. That is, they must take reasonable steps to ensure employees do not cause harm to themselves or others. For example, employers are expected to take reasonable care when selecting a candidate to ensure minimal risk of employing a person who will may cause harm to others (i.e., utilization of reference checks, substance abuse testing, prior employment history checks).

zero tolerance policy

Employers who fail to develop explicit, detailed anti-harassment policies and grievance procedures may put themselves at risk. One way to reduce the incidence of harassment is by having and enforcing a zero tolerance policy. For a zero tolerance policy to have meaning, companies need clear procedures for dealing with complaints about harassment, effective training to teach employees about what is and is not acceptable, and discipline to include potential dismissal of offending employees.

With onboarding, the organization and new employee's supervisor seek to accomplish the following goals:

Ensure the employee feels welcomed and enthusiastic about joining the organization/department/team. Ensure the employee has the basic information and resources to function in the organization. This includes rules, standards, policies, benefits, and where to find help or go to for more information. Provide the employee with organizational context which includes topics such as history/background, organizational structure, and recent or pending changes. Begin the socialization and acculturalization into the organization. This includes understand the mission, vision, and values of the organization and how that is put into action. Provide a basis for future job-specific training.

Conducting Performance Management:

Ensuring that employees are performing their jobs at a satisfactory level and that they receive appropriate developmental feedback and recognition.

Training and Developing a Competitive Workforce:

Ensuring that employees possess the knowledge and competencies needed to be proficient in their jobs. Providing ongoing coaching/mentoring for long term employee development.

A performance review has the following core components:

Establishing the standard of performance expected for each job and individual. Assessing an employee's actual performance relative to the standards. Providing feedback about actual performance relative to the standards. Identifying a course of action to address gaps and/or reinforcing existing strengths. Reviews should cover a variety of aspects besides achievement of goals and quality of the work. That is, aspects associated with how the work gets accomplished may also need to be addressed.

Fair Treatment

Fairness is closely related to equity and as with the latter, fairness is in the eyes of the beholder. Hence, it is important to not only ensure employment practices are fair, but also ensure they are seen to be fair.

Procedural equity:

Fairness of procedures used to determine compensation.

A survey by the U.S. Small Business Association identified significant concerns in small organizations including:

Finding qualified/skilled workers Increasing costs of employee benefits Payroll taxes Compliance with governmental regulations All of these have an HR focus and demonstrate the need for appropriate HR expertise and capacity in all organizations regardless of size.

Exempt

General Manager Certified Public Accountant (CPA) Medical Doctors/Dentist Teachers Lawyers Registered nurses

Employment Agencies:

Government employment agencies offer free counseling, testing, and other services in addition to placement. In many countries workers must register with the public employment agency in order to be eligible for unemployment benefits. Private agencies charge employers a fee, typically linked to the salary of the vacant position, to match candidates with their hiring needs. Headhunters refers to private employment agencies that proactively contact people who are not actively looking for a job change.

The 9 competency areas are:

HR knowledge Ethical practice Leadership and navigation Business acumen Consultation Critical evaluation Communication Global and cultural effectiveness Relationship management

The related strategic HR planning questions include:

How many new hires do we need immediately as well as short term and 3-5 years from now? Do we want to recruit people motivated to stay with the company for a long time, or are we looking for a short-term commitment? Do we want to lead our industry in pay, meet the market or lag behind other employers? What are our reasons for making this decision? Are we prepared to pay top dollar or should we look for people who will be attracted to our company for a modest compensation? What culture do we currently have and what are we trying to build? Do we want people who bring new perspectives or is it important to find people who will add value to the existing culture? What competencies do we need from our employees now, will these needs change, and how rapidly will we need to respond to the changes?

Analysis and Design of Work:

Identification of needs, allocation of work to jobs and identification of the employee competencies needed to perform the tasks, duties and responsibilities identified.

The benefits go beyond improving KSAs:

Improving Recruitment and Retention Improving Competitiveness Implementing New Technology Improving Customer Service

Foreign Nationals:

In industries and professions with highly specific skill needs coupled with labor shortages, employers sometimes turn to recruiting foreign nationals. Doing so introduces a broad range of often complex issues to manage. These include but are not limited to; matching recruitment methods to the local situation, managing relocation costs, achieving cultural fit, meeting employment and work visa requirements, compensation strategy, and an additional focus on new employee orientation and onboarding.

Personnel Decisions International (PDI) propose a five component framework which, when adhered to, significantly enhances the chances of success:

Insight: People need to not only know what they need to learn, but why it is important. Motivation: To put in the required effort people need to be motivated by internal or external factors and engaged at all steps from needs analysis, to receiving feedback, and ongoing reinforcement and support. New skills and knowledge acquisition: People must be shown how to acquire the needed KSAs, as well as be supported in applying them. Real-world practice: Programs that engage participants in realistic activities improve the likelihood that they will apply their learning. Similarly, when at their jobs, employees should have the opportunity to practice what they learned. Accountability: Employees need to feel personally accountable for using what they have learned. The most direct approach to holding employees accountable is to include assessments of improvement as part of the performance appraisal process.

Using Performance-Based Pay to Achieve Strategic Objectives:

Linking monetary and non-monetary rewards with the performance of employees in order to enhance their motivation, performance and productivity.

Stereotyping:

Making assumptions about an individual based on generalizations related to particular traits, background, etc.

Employee compensation laws typically address:

Minimum wage Overtime Child Labor Benefits (Indirect compensation) Protected classes Job classifications

Electronic Media:

Most companies post information on their website listing job openings and how to apply. Listing jobs on online job boards is very common as this enables access to a broad audience who are able to apply various filters to focus their search. The job boards can often be mined by employers to identify potential candidates with the qualifications they are looking for.

Rater Bias

Occurs when a rater's values or prejudices distort the rating. The relationship between a supervisor and an employee is a major factor. It is difficult for a supervisor to be fully objective. They always have opinions about their employees and naturally these influence performance ratings even when their opinions do not relate to a defined set of performance criteria training and support are important to raise the level of awareness and help avoid these tendencies.

There are many ways employers influence employee relations. The main ones pay attention to:

Open and honest communications Fair treatment Ethics in the Workplace Discipline and due process

HR's Role in the Organization:

Participate in developing an organization's business strategy Align HR strategy to organizational strategy Support other functions in their strategic roles

Questions and issues about fairness most often arise in the following areas:

Pay and benefits (Total Compensation) Job growth/promotion opportunities Working conditions Application of policies and rules Being kept informed Bullying / being pressured to do things you are uncomfortable doing

Which of the these is not a part of job evaluation?

Performance reviews

external labor market

Persons outside the firm who are actively seeking employment.

The Management Process

Planning Organizing Staffing Leading Controlling

Developing an Approach to Total Compensation:

Providing base wages/salary, incentive pay and benefits for employees in exchange for their work performed for the organization.

Providing Benefits and Services:

Providing incentives for organizational membership such as health insurance and various flexible work arrangements such as telecommuting.

Organizational Pressures:

Ratings influenced by factors such as senior leadership preferences/bias and the need to 'defend' recent hiring or promotion decisions.

Comparing/Contrasting:

Ratings influenced by the performance of others instead of being based on the standards and goals relevant to a particular individual.

Recalls and Rehires:

Recalled or rehired employees may be hired permanently, but more typically they are temporary hires and in that sense represent a particular source of contingent workers. For example to meet predictable cyclical fluctuations in demand (e.g., department stores, canneries, construction companies, ski resorts, mail order catalogs), or they may be used when unexpected needs arise, perhaps following a downsizing.

Organizations conduct performance reviews for a variety of reasons

Reviews are an essential piece of the overall performance management process for an organization. If there is a gap between actual performance and expectations, this gives the manager and employee a chance to formulate plans to address the situation. Employers often link base pay, bonuses, promotions and retention decisions to performance. Employees have an opportunity to provide their perspectives and discuss career goals with their supervisor.

Selecting Employees to Fit the Job and the Organization:

Selecting and implementing an appropriate selection/decision making strategy. Sorting and ranking applicants who fit the criteria of the job and the culture of the organization.

_______ has the major objective of teaching employees about the organization's history, culture, and management practices.

Socialization

Walk-in Applicants:

Sometimes applicants simply walk into an employer's office or make inquiries via a firm's website, send an e-mail, or use conventional mail. An employer may encourage walk-ins through advertising or by conducting an open house.

SMART

Specific, Measurable, Attainable, Realistic, Timely

Characteristics of stereotypes

Stereotypes are categorical & general, suggesting the traits apply to all group members they are inflexible or rigid, thus not easily corrected they are simplistic they are prejudgements not based on experience (They could be reinforced by negative personal experience.) can be conscious or unconscious

Leadership and navigation

The ability to direct and contribute to initiatives and processes within the organization. This includes transformational and functional leadership, goal orientation and results, succession planning, project management, change management, political savvy, and consensus building.

internal labor market

The company's current employees are one source of applicants Current employees are often a good source for jobs other than entry level positions. Typically internal candidates are evaluated using essentially the same elements of the recruitment process as external applicants.

Compensation and Equity

The most important issue is how an employee perceives and feels about equity in the workplace.

Classifying jobs:

The relative worth of various jobs in an organization may be found out after arranging jobs in order of importance using criteria such as skill requirements, experience needed, under which conditions job is performed, type of responsibilities to be shouldered, degree of supervision needed, the amount of stress caused by the job, etc.

Employment-at-will Principle

The right of an employer to terminate an employee without giving a reason and the right of an employee to quit when he or she chooses to do so.

Similar to me:

The tendency to more highly rate people with similar personalities, beliefs, backgrounds, etc. The opposite also applies. This is the same tendency that comes into effect when making hiring decisions.

Leniency or Strictness:

The tendency to rate (all) employees as above average or below average.

Central Tendency:

The tendency to rate all employees average. Often this is to avoid making difficult choices and needing to explain the decisions.

Society for Human Resource Management (SHRM)

The world's largest professional association devoted to human resource management. The Society's mission is to serve the needs of HR professionals by providing the most essential and comprehensive resources available as well as to advance the human resource profession by ensuring that HR is recognized as an essential partner in developing and executing organizational strategy.

set standards and expectations:

These are a combination of those associated with the position and responsibilities the individual has, as well as goals for the forthcoming performance review period; typically once per year. Expectations for some positions may include financial impact of the position related to spending, revenue, profitability, or efficiency. Others typically relate to quality, developing/maintaining/implementing processes and systems, teamwork, communications, interpersonal effectiveness, and attaining specific knowledge and skills. A common way to define goals is to make them SMART.

HR professionals must:

Think systematically and strategically about managing human assets. Understand and implement HR best practices aligned with practical realities and the changing needs of the organization. Ensure local, state and national compliance while supporting the strategic objectives of the organization.

Recency Effect:

This occurs when recent events overshadow performance over the whole assessment period and in particular of the previous evaluation period.

Employee Referrals:

This refers to an employee knowing someone they think would be a good candidate and encouraging them to apply for a position with their employer. Although employee referral is a low-cost method, it may be detrimental to goals associated with achieving diversity of background and perspectives, and can also lead to compromising equal employment opportunity requirements since employees tend to refer others who are like themselves in age, gender, and ethnic background. On the other hand employee referrals may net a better person-job and/or person-organization 'fit'.

KSAs

Training and development contributes to achieving and maintaining a competitive advantage by improving employees' knowledge, skills, and abilities

substance Abuse and Drug Testing

Typically relates to pre-employment screening of applicants, persons in safety or security-sensitive positions, reasonable suspicion of drug usage, post-accident testing for presence of drugs, random testing to deter drug use.

Assessing PerformanceRelative to Standards:

Typically the role of HR in the performance appraisal system used by an organization is to provide the overall process, input on standards and tools to be utilized such as forms and checklists, as well as provide training, guidance, and support for supervisors. It is important to use a variety of sources of information about an employee's performance, as a supervisor is not 'observing' employees all of the time and multiple perspectives help ensure a more accurate and objective picture of the various dimensions of performance. However, a note of caution is to base performance management on objective measures and not on personal opinions regarding issues not relevant to the job itself. For example, employees' interpersonal relationships and skills often differ depending on who they are interacting with, the task, and work circumstances. One way of obtaining input from a variety of people is to use a formal 360 Degree Feedback system

Other avenues:

University, school, or community job fairs can be important sources of job candidates. Trade and professional associations can provide networking opportunities, as well as posting open jobs on their websites.

Job analysis takes place at this stage of the process and answers questions like:

What competencies must new hires have when they first join? What do they need to learn soon thereafter or later in their career? What are the essential job responsibilities, duties, expectations and tasks? What are the key work environment factors influencing performance? What future career opportunities exist for a given job?

Questions to be addressed during strategic HR recruitment and planning might include except the following:

What is our plan for downsizing employees?

planning includes:

Workforce planning: What are the capabilities needed in the short/medium/long term? How much capacity will we need? What is the likely turnover? What are the types of turnover? How can voluntary turnover be mitigated? Succession planning: What positions do we need succession plans for? What is the timing? What pipeline of emerging talent do we need to have in place? What systems and resources do we need to implement a successful succession plan?

Fair Labor Standards Act (FLSA)

a U.S. employment law specifies that overtime must be paid to employees meeting certain criteria. That is, they are paid 1.5 times their normal pay rate for time worked greater than 40hrs per week.

design step

a bridge between analysis and development. This step converts the needs identified in the analysis step into a set of information that is used when creating the actual learning resources (which occurs in the development step).

talent inventory

a database with information about the pool of current employees. Maintaining such a database enables organizations to readily identify suitable candidates as it usually includes information about prior jobs and experiences, performance and compensation histories, demonstrated competencies, work-related interests, career goals, and other pertinent information.

Task analysis

a detailed study of the specific duties and skills needed for success in the job. It provides a reference point from which to determine KSA and gaps. Hence, it is a foundation for determining training needs.

Halo Effect

a person's high performance in one or a few areas having a disproportionally positive impact on their overall rating.

The Fair Labor Standards Act (FLSA) ______

addresses issues such as overtime pay and minimum wage

Behaviorally Anchored Rating Scales (BARS)

aims to combine the benefits of narrative and quantified ratings. Critical indicators of satisfactory and unsatisfactory performance are identified and these are clustered into performance dimensions such as technical skills. The employee is observed and rated accordingly.

360 Degree Feedback system

an employer collects feedback from their immediate supervisor, the supervisor's manager, subordinates, peers, and possibly external clients or business partners.

HR functions

analysis and design of work HR planning recruiting selection training and development compensation and benefits performance management employee relations legal compliance

Critical Incident Method

another way of collecting performance information. It involves supervisors keeping a record of positive and negative examples of employee behavior compared with previously agreed on standards. At regular intervals the supervisor discusses these incidents with the employee and provides feedback, support, resources, and encouragement. Studies show that this approach anchors the appraisal in context and provides meaningful examples. As a result it improves the appraisal outcomes. An advantage of Critical Incident Method is that by design it provides concrete evidence on which to assign a performance level to an employee as well as making it easier to explain it to employees

Many factors impact employee compensation. They do not normally include

anticipated career growth and promotions

Rating systems

assign an individual's performance into a particular performance level category. Rating systems are much more common than ranking as the latter often forces the need to differentiate performance levels where no meaningful difference exists and/or it places employees that are performing to expectations at the lower end of the list implying their performance is unsatisfactory.

chances of success is greatly improved by:

by adopting an overarching framework coupled with a training and development process.

One of the keys to success for employee discipline is to maintain a

calm, professional and respectful approach by all parties

The Americans with Disabilities Act (ADA) of 1990 (amended to the ADAAA in 2008)

defining a disability as: A physical or mental impairment that substantially limits once or more of the major life activities. A record of such impairment. Being regarded as having such an impairment. The Act prohibits discriminating against individuals with disabilities in job application procedures, hiring, firing, advancement, compensation, job training, and other terms, conditions, and privileges of employment. Regarding hiring, a qualified individual is someone who can perform the "essential functions" of the job in question either with or without "reasonable accommodations" being made by the employer. Essential Functions = fundamental job duties. (e.g. "essential" because it's central to why the job exists) Reasonable accommodations = modifications to the workplace to accommodate the disability (e.g. installing easy to reach switches, sloping sidewalks and ramps, repositioning of shelves, widen doors, provision of accessible parking, holding bars in toilet areas, replacement of high-pile carpeting, repositioning of equipment, etc.)

Human Resource Management

developing and implementing systems to manage human talent within an organization. Regardless of the size of an organization, employees have to be recruited, engaged, retained, developed and trained, paid, and provided with benefits. All of which must be done in compliance with laws and regulations at local, state, and national levels. organizations of all sizes have human resource departments and/or personnel to meet ever changing employee and employment legal requirements, workforce effectiveness and competitive challenges

Internal Stakeholders

employees, owners/managers, board of directors

Access to Personnel File

employees, the right to ensure accuracy of information, and right to protect access by others

Wrongful and retaliatory discharge and/or negative impact on employment status

for refusal to commit an act that violates the law for complying with summons to jury duty contrary to an oral or written promise of continued employment for a "lack of fair dealing" on the part of the employer for "whistle-blowing" or reporting illegal conduct by the employer for exercising rights under employment laws such as those dealing with equal opportunity employment and discrimination in the workplace

HR management is the process of developing and managing

formal and informal systems to manage human talent within an organization in order to achieve sustainable competitive advantage

organizational needs analysis

identify the outcomes to be achieved by the organization's training and development activities. That is, to answer the question: What knowledge, skills, and abilities do employees need to acquire (or improve) in order for the organization to be successful? An organizational needs analysis may also include an assessment of the organization's learning and development environment as this has a significant impact on the likelihood of employees acquiring the desired KSAs and effectively applying what they have learned. In a positive environment colleagues encourage and support each other to apply new knowledge and supervisors monitor progress and recognize that when trying new approaches there may be missteps along the way.

Employment laws, as with many other laws, exist in a framework that generally involves

identifying a concern, developing laws, establishing agencies to monitor/police compliance, and legal actions for non compliance

Searches and Monitoring

including email, voice-mail, personal files

Ethical issues in the workplace should be viewed from the perspective of

individual and situational factors relevant to the particular issue under consideration

Recruitment

involves searching for and hiring sufficiently qualified candidates to fill current and emerging job needs. Effective recruitment begins during the strategic planning process. HR professionals usually take the lead in recruiting, with the involvement and cooperation of line managers and other employees.

In the ADDIE process, A stands for Analysis. The analysis step _______

is not given enough careful attention in the desire to fix an obvious problem as quickly as possible.

Competitive business pressure means:

it is essential for organizations to have effective and efficient recruitment and retention practices to achieve a balance between controlling costs and ensuring the organization has the workforce it needs to meet its objectives.

When assessing performance relative to standards __________

it is important to obtain feedback from a variety of sources and include information about goals, behavior and quality of work. i.e. not only find out what was done but how it got done

transfers

job moves to a position of the same or very similar job level, often with little or no increase in compensation and benefits. These are also referred to as lateral or side-ways moves. These types of moves can be part of an employee's developmental plan or means to alter an individual's career direction.

A primary goal of staffing an organization is both person- _____ fit and person- _____ fit.

job; organization

Selection

makes a hiring decision based on achieving the best possible fit between a person and a job. Goals: Person-Job Fit & Person-Organization Fit

promotion

movement to a position at a more senior job level, usually with higher compensation and/or benefits, and sometimes with higher status. Often current employees feel they should be given priority as applicants for jobs that represent opportunities for promotion. These expectations must be managed carefully in order to avoid dissatisfaction.

Job Analysis

occurs once recruitment objectives are defined and is one of the most important steps in the whole recruitment process. The outcome is a description of the position to be filled. This description directly impacts subsequent activities such as where to seek qualified candidates, the selection process and tools to be utilized, interviewing protocols, and ultimately the criteria on which hiring decisions are made. Job analysis takes place in the context of understanding the needs within the broader context of the organization. The analysis also enables a description of work inputs and desired outputs, and what knowledge, skills, and abilities are necessary to achieve these results. Frequently a position-analysis questionnaire will be utilized as well as observation, interviews, and reviews of organizational documents. A common approach is to use work-flow analysis to understand and document the tasks, group them, and understand the relationships with other jobs.

Indirect financial payments (Indirect Compensation)

often referred to as 'Benefits' may include items such as employer-paid insurance, allowances and paid time off (PTO) e.g. vacations, sick-time, paid holidays.

HR management serve a strategic role in most organizations because

organizations are instituting HR practices aimed at gaining competitive advantage through their employees

Ranking

places the performance of an employee on a continuum in comparison with others. In essence this lists employees from best to worst for a given organization or department. Rating can be applied in different ways. For example an employee might be assigned an overall performance category based on a collective impression derived from 360 Feedback or other means of collecting input. Or, the overall category can be determined by first assigning performance categories to job dimensions, traits, competencies (such as communication or technical skills), and/or goals.

core components of performance management

plan, manage, review, reward, renew

The job analysis leads to the development of a

position/job description

A simple model for making ethical decisions, begins with ____ and then _____.

recognizing a moral/ethical situation exists; making a moral/ethical judgement

Employee relations

refers to a broad range of interrelated workplace practices and a work environment that creates and maintains a positive employee-employer relationship. includes both formal and informal practices. In fact, the daily behaviors and attitudes of supervisors and peers often has as much impact, both positive and negative, as the more formal elements.

protected class

refers to a group (a "class") of individuals that have historically been treated differently; in effect discriminated against. Some EEO laws specifically focus on protected classes such as members of a minority race, women, older people and/or those with military service history or obligations.

Harassment

refers to behavior that creates a hostile, intimidating, stressful, or offensive work environment that unreasonably interferes with the individual's work, or that adversely affects the individual's employment opportunities. For example, by making racist remarks or telling offensive jokes. Harassment creates an environment that may negatively impact performance and often leads to expensive financial settlements and negative publicity. Ultimately, in addition to causing harm to the victim, harassment interferes with the ability of the organization to attract and retain the best talent. an employer is guilty of harassment when: The employer knew or should have known about the conduct and failed to remedy it or to take corrective action. The employer allows non-employees (customers or salespeople) to sexually or otherwise harass employees.

Retention

refers to combination of practices that an employer uses to encourage qualified and productive employees to continue to be engaged and working for the organization. The objective of retention activities is to reduce unwanted turnover. Recruitment and retention activities can work together to attract qualified applicants to the organization and then encourage them to remain with the organization

Compensation

refers to different types of financial benefits and payments made to an employee in return for their workplace contributions. Compensation is more than what an employee is paid. The terms Total Compensation or Total Rewards are often used to refer to the total compensation package.

Rater Error

refers to mistakes resulting from the design of the system and/or its implementation.

Protection of employee's privacy

relates to searching and monitoring of employee files and emails and protecting access to private information by other employees

It is critical that Human Resource Management attends to _______ and ______

strategic; operational issues

HR interacts with all other departments in an organization:

strategically, operationally and administratively.

Privacy Laws typically relate to:

substance Abuse and Drug Testing Searches and Monitoring Access to Personnel File Conduct of employees outside of the workplace

External Stakeholders

suppliers, society, government, creditors, shareholders, customers

An example of a non-exempt-level employee would be a(n)

teachers' aid

Communication

the ability to effectively exchange information with stakeholders. This includes verbal, written and presentation skills, persuasion, diplomacy, objectivity, listening, feedback, facilitation, social media technology and savvy, and public relations.

Ethical practice

the ability to integrate core values, integrity, and accountability through all organization and business practices. This includes skills such as building trust, rapport, and credibility; displaying professionalism; and demonstrating personal and professional integrity.

Critical evaluation

the ability to interpret information to make business decisions and recommendations. This includes measurement and assessment skills, objectivity, critical thinking, problem solving, research methodology, auditing skills, and knowledge management.

Relationship management

the ability to manage interactions to provide service and support the organization. This includes business networking expertise, visibility, customer service, advocacy, negotiation and conflict management, credibility, community relations, proactivity, mentorship, influence, employee engagement, and teamwork.

Consultation

the ability to provide guidance to organizational stakeholders. This includes coaching, project management, analytic reasoning, problem solving, inquisitiveness, creativity and innovation, flexibility, career pathing, people management, and time management.

Business acumen

the ability to understand and apply information to contribute to the organization's strategic plan. This includes strategic agility, business knowledge, systems thinking, economic awareness, sales, marketing, finance & accounting knowledge, knowledge of technology, labor market, government and regulatory guidelines, and organizational metrics.

Global and cultural effectiveness

the ability to value and consider the perspectives and backgrounds of all parties. This includes global and diversity perspectives, openness to various perspectives, empathy, tolerance for ambiguity, adaptability, and cultural awareness and respect.

The Horn Effect

the opposite, whereby low ratings in one or a few areas have a disproportionally negative impact on the overall rating.

Performance Management

the process of ensuring the employee's performance is aligned with the strategic goals of the organization. (sometimes called Appraisal) The term Performance Management as used here refers to the overall system for defining employee performance expectations, measuring how well these are being met, providing feedback, recognizing and rewarding desired behavior and performance, and improving individual and group performance.

Onboarding

the process of orientation for new employees which includes providing information essential to getting started in their new organization and job Often onboarding begins with a 1-2 day orientation which typically covers information about personnel policies such as working hours, compensation and benefits, practices and procedures, organization structure, introduction to other employees, and familiarization with the work location and facilities. Company handbooks may be considered legally binding commitments (unless otherwise stated), should be drafted with care, and onboarding should include adequate attention to reviewing these with new employees.

Understanding organizational context and the external job market would be most helpful in

the recruiting process

Equal Employment Opportunity (EEO)

the right to employment and advancement without regard to race, sex, religion, color, or national origin

Total Compensation refers to

the sum of all direct financial earnings as well as those that have indirect financial benefit

HR knowledge

the understanding and application of principles, practices, and functions of effective human resource management. This includes strategic business management, workforce planning, risk management, employee and labor relationship, compensation and benefits, HR technology, talent management, and change management.

Stereotypes are social constructs

they originate in & reflect the power relations in society because they are part of a culture's ideology they foster values that reinforce group and individual subordination they marginalize people, treating them as "the other" they categorize people into groups whose members supposedly share inevitable characteristics, most typically, negative ones

Performance reviews are conducted _________

to provide performance feedback to all employees, provide them with a formal opportunity to discuss their perspectives and career goals as well as provide a basis for making compensation decisions

Sexual harassment

unwelcome advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature in the working environment and is a form of sex discrimination. Its one of the most common types of harassment, but it is not the only one.

Communications, as it relates to employee relations, often includes attention to having an open-door policy and complete an up-to-date employee handbook. Other aspects include

using employee surveys and focus groups to understand employee opinions and concerns

Direct financial payments (Direct Compensation)

wages, salaries, cash incentives, commission, and bonuses

"Retaliatory discharge" refers to

wrongfully discharging (firing) an employee for refusing to commit an illegal act, whistle-blowing, or exercising their rights under employment laws