HR Midterm

Employment Equity Act

-Abella commission appointed to promote equity among 4 groups: women, visible minority, aboriginal & disabled -Requires employers with 100 and more employees under federal jurisdiction to develop annual plans setting out goals and timetables and to maintain these plans for three years -Employment Equity programs: undo past employment discrimination, affirmative action in the U.S.

External Recruiting Advantages & Disadvantages

-Advantages: Organization acquires knowledge or skills not available within, newer ideas & novel ways of solving problems -Disadvantages: Newcomer may not fit with org & culture, takes a longer time to learn culture & policies, hiring from outside more expensive, lowered morale & motivation levels of current employees

Step 5: Review, evaluation, audit of HR Strategies

-HR audit: examine of HR policies, practice & systems of a firm to eliminate deficiencies

Internal Recruiting Advantages & Disadvantages

-Advantages: familiar with organization & culture, employee known to the firm "fit" will be known, improve workforce morale & motivation, information about employee performance is known -Disadvantages: Internal rivalry & competition for positions may reduce cooperation, no "new blood" brought into system, poor morale (possible turnover of employees not promoted), expensive to offer counselling to those who did not get position, performance eval records only relevant to extent job is similar to their job

Core Dimensions of diversity

-Age, ethnicity and culture, sex/gender, race, religion, sexual orientation, and capabilities

Selection Process: Step 5: Realistic Job Previews

-Allows the potential employee to understand the job setting before the hiring decision is made—often by showing him or her the type of work, equipment, and working conditions involved

Organizational Goals

-An organization's short- and long-term goals that human resource management aims to support and enable

CHRP, CHRL, CHRE, HRPA

-CHRP: Certified HR Professional -CHRL: Certified HR leader -CHRE: Certified HR Executive -HRPA: governs HRM in Ontario

Selection Process: Step 7: Contingent Assessments

-Candidate has been selected & will receive a job offer if they pass the contingent assessment -Medical evaluation & drug tests -If they fail, cannot automatically withdraw, provide accommodation

Position

-Collection of tasks & responsibilities performed by an individual employee

Systemic Discrimination

-Company policy or action that unintentionally discriminates -ex. minimum height and weight requirements

Employer retaliation

-Criminal act to retaliate in any way against those who exercise their rights according to the Canadian Human Rights Act, can't get even with employee

Secondary dimensions of diversity

-Education, family status, language & income levels

Key Considerations in Job Design: 1. Organizational Considerations

-Efficiency: fitting the task in the worker - increase productivity -Work Flow: The balance between jobs in an organization needed to produce the firms goods or services, strongly influenced by nature of product or service

Reverse Discrimination

-Employment equity programs can lead to reverse discrimination -Ex. Hiring member of protected group over equal or more qualified candidate -Canadian Human Rights Act declares employment equity programs nondiscriminatory if they fulfill the spirit of the law

Selection Process: Step 3: Administration of Employee Tests

-Employment tests: devices that assess the probable match between applicants & job requirements -Reliability: test yields consistent results each time it is done -Validity: test accurately measures what is supposed to be measured -Empirical approach: relate test scores with a job related criterion, usually performance. Higher correlation = better match 1. Predictive validity: after hiring, assess job performance to see how it correlates to the test 2. Concurrent validity: test present employees & see if test correlates -Rational approach: when # of subjects is too low, inferior to empirical 1. Content validation: test contains adequate & representative sample of items from the domain of the construct it is attempting to measure 2. Construct validity: test measures the construct & only the construct -Differential validity: test valid for a large group (white male applicants), but not for subgroups of minorities or women -Validity generalization: Using validity evidence amassed from other jobs or populations until local validity studies can be acquired -Types of Tests: 1. Personality tests: can be faked, similar between racial groups 2. Ability tests: applicants have skills, knowledge & ability to do job, racial differences 3. Knowledge tests: measure a person's information or knowledge about job requirements 4. Performance tests: work samples (situational judgement test, assessment centre, computer interactive performance test) 5. Integrity tests: measure honesty & trustworthiness

HR Planning Process: 2. Assess Supply of Resources (External) (LCD)

-External: some jobs require replacements externally 1. Labour market analysis: Study of a firm's labour market to evaluate the availability of different types of workers (defines the people potentially available for work) 2. Community attitudes: non-growth attitudes may cause present employees to move elsewhere 3. Demographic trends: long-term development that affects the availability of long-term supply -Canadian Occupational Projection System (COPS) projects economy 10 years in the future

Human Rights Legislation

-Family of federal & provincial acts that have a provision of equal employment opportunity for members of protected groups -Affects every HR function

Employment Interview

-Formal in depth conversation conducted to evaluate the applicant's acceptability -Flexible but low variability & reliability -Low reliability: interpretation of interview varies from interviewer to interviewer -Low validity: Few HR departments conduct validation studies on their interview results -Panel interviews: all interviewers meet with an applicant at same time, more reliable -Group interview: 2+ interviewers for 1 candidate, saves time compare answers

HRIS (HR Information System)

-Gathers, analyzes, summarizes & reports important data for formulating & implementing strategies by HR specialists & line managers -Increased efficiency: enhanced service delivery, automates day to day activities -Increased effectiveness: help stakeholders make better decisions, less transactions focus more on strategy ->Predictive Analysis: process of selecting, exploring, analyzing, and modelling data to create better business outcomes -Talent Management: systemic attraction, identification, development, engagement/retention and deployment of those individuals with high potential who are of particular value to the organization -Increase visibility: enhanced HR competencies, HR professionals can interact more sophisticated with clients

Job

-Group of related activities & duties performed by individual or several persons

Charter of Rights & Freedoms

-Guarantees individuals equal rights before the law -Rights: freedom of conscience, thought/belief, assembly, association -Freedoms: democratic rights, right to live, seek employment, legal rights, equality, official languages, multicultural heritage, minority education rights, aboriginal rights

HR Issues & Corporate strategic priorities

-HR issues dominating corporate strategic priorities -Employee salaries account for more than 50% of operating expenses in many orgs -Survey of 200 CEOs & top execs in US,UK,France,Spain,Germany & Australia indicates 4/5 top strategic priorities are HR related

Proactive HRM

-HR management approach wherein decision makers ANTICIPATE problems or challenges both inside & outside the organization & take action BEFORE they impact the organization -Ex. strategy of attracting talent from nontraditional labour pools is how proactive strategies can better meet the needs of orgs than reactive ones

Reactive HRM

-HR management approach wherein decision makers respond to problems or challenges as they arise

Selection Process: Step 4: Employment Interview

-HR provides immediate supervisor with best applicants & supervisor has input in final hiring decisions

Difference between HRM & HR Department

-HRM focuses on what leaders & managers should do as it relates to organizing HR systems, policies & procedures, these systems create value & enable employees to meet indiv. goals to contribute to org. goals -HR Dept is a specialized group with focus on ensuring most effective use of HR systems across an organization to enhance employee performance & accomplish org. goals -Resources are wasted when HR dept is more or less sophisticated than organizational demands -2006 study: Europe has 3 HR staff/200 employees -Regardless of size of org & whether or not there is a HR dept, responsibility for day-to-day management of HR rests with individual managers throughout the org

Selection

-Identification of candidates from a pool of recruits who best meet job requirements using tools such as application blanks, tests & interviews

Job Design

-Identification of job duties, characteristics, competencies & sequences taking into consideration technology, workforce, organization character & environment

Workplace diversity

-Include important human characteristics that influence an employee's values, perceptions of self and others, behaviours, and interpretation of events around him or her

Key Considerations in Job Design: 5. Environmental Considerations (WSW)

-Influence of external environment on job design 1. Workforce availability: efficiency considerations must be balanced against liabilities & availability of people who actually do the work 2. Social Expectations: the larger society's expectations about job challenge, work conditions & quality of work life 3. Work practices: set ways of performing work in an organization (additional demands may disregard past work practices)

The Job Analysis Process: Phase 3: Use of Job Analysis Information (DSP)

-Information about various jobs are put into usable forms: 1. Job Description: written statement that explains the duties, work conditions of a job, (job identity (job title, location, status), job codes, NOC), 2. Job Specification: Written statement explaining what a job demands of jobholders, KSAO, indicate specific tools, actions, education required (ex. lift 40k bag) 3. Job Performance Standards: targets for employee efforts -Challenge of meeting objectives motivate employees -Standards are criteria against which job success is measured -Job Analysis information is good for jobs that are quantifiable, measurable, performance standards understood by workers & requires little interpretation

HR Planning Process: 2. Assess Supply of Resources (Internal) (HMT)

-Internal: audit the present workforce to learn about the capabilities of present workers 1. HR Audits: audit the present workforce to learn about the capabilities of present workers -Skills inventories: summaries of each worker's skills & abilities -Management/Leadership inventory: comprehensive reports of available management and leadership capabilities -Replacement Charts: visual representation of who will replace whom in the event of a job opening -Replacement Summaries: likely replacements and their relative strengths and weaknesses for each job 2. Markov Analysis: Forecast of a firm's future HR supplies, using transitional probability matrices reflecting historical or expected movements of employees across jobs 3. Transitional Matrices: Describe the probabilities of how quickly a job position turns over & what an incumbent employee may do over a forecast period of time

Key Considerations in Job Design: 3. Employee Considerations

-Job Characteristics Model: - increase motivation, job satisfaction & productivity, lower absenteeism & turnover -5 Job Characteristics: 1. Autonomy: control over your work 2. Variety: workers use different skills & abilities or perform different activities 3. Task identity: entire piece of work 4. Feedback: knowledge of results 5. Task Significance: work is meaningful -Variety, Task Identity, Task Significance -> psychological state of Meaningfulness -Autonomy -> Responsibility -Feedback -> Knowledge

Key Considerations in Job Design: 4. Job Specialization Considerations (JJJEJ)

-Job Rotation: moving employees from one to job to another to increase variety & learn new skills, doesn't improve jobs, adds to training costs -Job Enlargement: Adding more tasks to a job to increase the job cycle & draw on a wider range of employee skills, reduces monotony, horizontal loading -Job Enrichment: Adding more responsibilities & autonomy to a job, called vertical loading, plan do control, good for unchallenging jobs -Employee Involvement & Work teams -Job Families: Groups of different jobs closely related by similar duties, responsibilities, skills or job elements (ex. clerk, secretary)

Selection Process: Step 1: Preliminary Reception of Applicants

-Job applicants may make initial contact either in person or in writing -Courtesy interview

Bona Fide Occupational Requirement (BFOR)

-Justified business reason for discriminating against a member of a protected class -BFOR must meet 3 conditions: 1. Is the standard rationally connected to the performance of the job? 2. Was the standard established in an honest belief that it was necessary to accomplish the purpose identified in stage one? 3. Is the standard reasonably necessary to accomplish its purpose?

Competency

-Knowledge, skill, ability, or behaviour required to be successful on the job, broader than KSAO ex. Communication, team orientation

Step 2: Environmental Scan: Legal (LEHC)

-Labour Code -Employment Standards Act -Human Rights -Charter of Rights & Freedoms

HRM

-Leadership & management of people within an organization using systems, methods, processes & procedures that recruit, select, motivate & enable employees to achieve outcomes individually & collectively that in turn enhance employees' positive contribution to the organization's goals

HR Levels of Planning

-Level 1: company does not engage in planning (ex. family owned small organizations) -Level 2: company engages in long-term planning with minimum HR planning, focus on head count -Level 3: Long-term forecasts, projects 3-5 years ahead, do not integrate people planning efforts in long-term plan -Level 4/5: Companies are advanced, long-range HR planning 3-6 years

Competency Model

-List of competencies required in a job -Differences between competency-based job analyses & other: 1. Duties or tasks might apply to a single job within an organization, competencies may be job spanning & contribute to success on multiple jobs within the organization 2. Job spanning competencies may vary in importance across job roles. Competency matrix lists different levels of skill for a combination of competencies & indicates to what level multiple jobs across the firm should have mastery of each competency 3. Competencies contribute not only to job performance but also success of organization, vision & values of the firm 4. Issue: when competencies become job spanning & no longer supported by specific duties, legal defensibility of decisions based on these competencies is unknown

Harassment

-Member of an organization treats an employee in a disparate manner because of that person's sex, race, religion, age or other protective classification

Natural Justice

-Minimum standards of fair decision making imposed on persons or bodies acting in a judicial capacity -Ensure decision making process is fair -Ex. right to a fair hearing, right to a bias free proceeding, right to present the opposition argument

Step 1: Organizational Mission, Goals & Strategy Analysis (CDF)

-Mission Statement: outlining the purpose, long-term objectives & activities the organization will pursue & the course for the future, concise statement of who we are & where we are headed, gives org its own special identity, character & path of development -3 Generic Strategies: 1. Cost Leadership Strategy: competitive advantage through lower costs of operations & lower prices for products (Ex. Bic pen) 2. Differentiation Strategy: competitive advantage by creating a distinct product or offering a unique service (ex. CK fashion) 3. Focus Strategy: competitive advantage by focusing on needs of a specific segment of the total market (can use differentiation or cost leadership to do this), target market usually set apart by geography or specialized needs -Challenge facing HR leaders: HR strategy needs to be put in place before corporate strategy

Selection Process: Step 2: Applicant Screening

-Organization receives resumes & job application forms -Organizations remove applicants who do not meet minimum qualifications -Weight Application blank (WAB): job application form in which various items are given differential weights to reflect their relationship to criterion measures, cost effective but doesn't explain relationships -Biographical Information blanks (BIBS): multiple choice questionnaire to measure a job candidates experiences, opinions, attitudes & interests

HR Planning Process: 5. Establish Program Evaluation (ACE)

-People equity: how an organization measures and manages its human capital to maximize its value, 3 components: 1. Alignment: degree of fit between strategy & peoples activities 2. Capabilities: talent resources to execute the strategy 3. Engagement: degree of commitment that people have to the organization

Selection Process: Step 6: Verification of References

-Personal references: those that attest to the applicants sound character (friends or family) -Employment references: evaluation of applicant's work history & job-relevant behaviours -Reference Letters: written evaluations of a person's job-relevant skills, past experiences & work-relevant attitudes -Firms now do background investigations & check social media -Beware of PIPEDA

The Job Analysis Process (PCU)

-Phase 1: Preparation for Job Analysis (FDI) -Phase 2: Collection of Job Analysis Information (DDC) -Phase 3: Use of Job Analysis Information

Interviewee Errors

-Playing games, talking too much, boasting, not listening & being unprepared

Recruitment

-Process of finding & attracting capable applicants to apply for employment & accept job offers that are extended to them -Success of recruitment is not how many applicants but attracting right kind

Strategic HRM

-Process of integrating the strategic needs of an org into our choice of HRM systems & practices to support org's overall mission, strategies & performance -HR management activities must align & contribute to org's strategies -Value driven & proactive focus on how to best deploy HR practices -Important that HR strategies & tactics be mutually consistent & reflect larger organizational mission & strategy

Human Resource Planning

-Process that determines future HR requirements by anticipating future business demands -Objective: making sure the right people are in the right place at the right time

Human Resource Accounting (HRA)

-Process to measure the present cost & value of HR as well as their future worth to the organization -Managerial tool that can help managers make better decisions

Canada Human Rights Act

-Prohibits discrimination -seeks to provide equal employment opportunities without regard to people's race, national or ethnic origin, colour, religion, age, sex, sexual orientation, marital status, family status, disability, or conviction for an offence for which a pardon has been granted -Duty to accommodate religion to the point of undue hardship

Key Considerations in Job Design: 2. Ergonomic Considerations

-Proper fit between work station and worker physically

HRIS Components

-Recruitment and applicant tracking -Time and attendance -Training and development -Performance management -Career planning -Compensation, benefits and pension administration -Employment equity information performance evaluation -Health and safety, and labour relations

Selection Process

-Series of specific steps used by an employer to decide which recruits should be hired -Begins when recruits apply & ends with the hiring decision

Strategy (CBF)

-Similar to game plan, large-scale future-oriented, integrated plans to achieve org. goals & respond to competitive environments facing org -Defines how org will create value -3 Levels: 1. Corporate: involving entire org 2. Business: involving a major activity, business or division in large multi-business org 2. Functional: involving managers of different activities, services (finance, marketing or geographical areas) -Depending on organizational conditions, strategies may be developed at any or all of these 3 levels

HR Planning Process (FADDE)

-Step 1: Forecast Demand for Resources -Step 2: Assess Supply of Resources -Step 3: Develop HR Objectives -Step 4: Design & Implement HR Programs to balance Demand & Supply -Step 5: Establish Program Evaluation

Step 4: Choice & Implementation of HR Strategy

-Strategic Choice - Must identify, secure, organize & direct the use of resources within & outside the organization -5 Groups of activities (PAPMM) 1. Planning Human Resources: a review of current state of HR practices & the identification of needed HR processes & tools -Identify gaps in people or processes that need to be fulfilled -Enable determination of demand & supply 2. Attracting Human Resources: Managers fill gaps in people or practices (recruiting or selecting workers) 3. Placing, development & evaluating human resources: must orient & train new employees to the organization 4. Motivate Employees: Compensate employees for good performance 5. Maintain high performance: HR strategy must ensure that productive contribution from every member is at highest level

Canadian Human Rights Commission (CHRC)

-Supervises the implementation of Human Rights Act -Taken specific steps to define and detect the causes and sources of indirect or systemic discrimination

Job Analysis

-Systematic study of a job to discover its specifications, skill requirements & so on (ensure jobs are relevant, safe, accurate)

Evaluating the Selection

-To evaluate new employees & selection process, you need feedback -Hard to get feedback from successful candidates, managers claim success as their own -Feedback for failures little -Constructive feedback obtained through specific questions -Utility of selection procedure is decided by looking at quality & productivity of workforce hired & costs incurred in the process -HR audit sometimes attempted

Sexual Harassment

-Unsolicited or unwelcome sex or gender based conduct that has adverse employment consequences for the complainant

Dispositioning of Candidates

-Unsuccessful candidates should be notified when not selected as early as possible -May want to consider rejected applicants for other openings -Job applications of those hired should be preserved to enable HR with updating HRIS

HRIS Functions (EIEM)

1. Enterprise-wide system: link an organization's entire software application environment into a single enterprise solution 2. Intranet: organization-specific internal computer network 3. ESS (Employee self service): Feature of HRIS that allows employees to access & view their own records & make changes where applicable 4. MSS (Manager self service): feature of HRIS that allows managers to view & access their employee's records & add relevant information

Steps in Employment Equity programs (EAPSDDE)

1. Exhibit commitment: CEO must support program in writing 2. Appoint a director: some member of the organization responsible for equity issues 3. Publicize commitment: publicize internally & externally 4. Survey workforce -Underutilization: department or employer has lesser proportion of members of protected class than employer's labour market -Concentration: department or employer has greater proportion of members of protected class than employer's labour market 5. Develop goals & timetables: HR specialists resolve underutilization or concentration 6. Design specific programs -Remedial programs: correct problems that already exist -Active programs: management goes beyond instructing supervisors about new hiring policies (going to highschool of minority) -Preventative programs: proactive & involve assessment of HR policies 7. Establish controls: benchmarks should be reported to the director of the program & CEO

Dimensions of an organization's strategy affected by selection process

1. Calibre of employees: effectiveness depends on quality of hires 2. Reflect job requirements: mismatch will have poor hiring choices & expose to lawsuits 3. Well integrated with organizational priorities: Organization's stage in life cycle starting point in linking an organization's needs & its selection strategy 4. Recognize organizational constraints: Organizations have finite resources & you must use cost effective selection 5. Adapt to labour market realities: must have large qualified pool of recruits from which to select applicants. Selection ratio = # of applicants hired/total # of applicants

Evaluating the Recruitment Function

1. Cost per hire: dollar cost per person recruited. Includes direct costs, apportioned costs & overhead costs, ignores quality of people hired 2. Offers-Applicants Ratio: ratio between number of job offers extended & total number of applicants calculated for each recruitment method or media 3. Time lapsed per hire: # of days, weeks or months taken to fill a position (you want less)

The Job Analysis Process: Phase 2: Collection of Job Analysis Information (DDC)

1. Determine sources of job data -Job holders, their supervisors & colleagues have the most valid information about the way jobs are performed, other parties can also 2. Data collection instrument design (OFPC) -Develop job analysis questionnaires to collect information & uncover duties responsibilities -ONET (Occupational Information Network): generic questionnaires for specific domain information (abilities, work activities, work context) that can be customized to organizational needs & branded with the company logo -FJAS (Fleishman Job Analysis System): Well researched analysis method, 7 point anchor indicated different levels of abilities -PAQ (Position Analysis Questionnaire): Applies to all job types, quantitative & finely tuned description of jobs, allows comparing, better for low-level jobs -CIM (Critical Incident Method): identifying & describing specific events or incidents when an employee performed well or poorly 3. Choice of Method for Data Collection: analysts evaluate tradeoffs & decide which method -Interviews: slow & expensive process, allows interviewer to answer questions (conduct with jobholder, establish rapport, structured checklist) -Focus Group: 5-7 job holders discuss their job duties, participants build off each other, participants may not share info if supervisor present -Questionnaires: survey employees with low cost, less accuracy (misunderstood questions) -Employee Log: workers summarize their tasks, accurate if entries are made over entire job cycle, time consuming & costly -Observation: Slow, costly, not accurate, watching employees

Step 2: Environmental Scan: Cultural (DE)

1. Diversity - Canada is cultural mosaic, economic immigrants cause growth 2. Ethics - Demand for more ethical conduct of business

Current Industry practices - Approaches to building diversity (DMAASC)

1. Diversity training programs: importing new skills to motivate & manage a diverse workforce. Creates awareness of the bottom line impact of diversity management 2. Mentoring Programs: encourage members of disadvantaged groups to work with a senior manager who helps achieving career success 3. Alternative work arrangements: flex time, telecommuting to provide flexibility 4. Apprenticeships: on the job training where junior employees learn a trade from an experienced person 5. Support Groups: Groups provide emotional support to new employee with a similar attribute 6. Communication Standards: Formal protocols for internal communication to eliminate biases in communications

Step 2: Environmental Scan (ETDLC)

1. Economic (EGP) (Economic cycles, Global trade, Productivity & innovation improvements) 2. Technological (FCM) (Flexible work design, Connectivity, Mechanization) 3. Demographic (GKEAG) (Gender balance, Knowledge workers, Educational attainment levels, Aging Population, Generational shifts 4. Legal (LEHC) (Labour Code, Employment Standards Act, Human Rights, Charter of Rights & Freedoms) 5. Cultural (DE) (Diversity, Ethics)

Step 2: Environmental Scan: Economic (EGP)

1. Economic Cycles (recession vs. growth) 2. Global trade (shift toward global market) 3. Productivity & innovation improvements (ratio of outputs to inputs, innovation needed)

The Job Analysis Process: Phase 1: Preparation for Job Analysis (FDI)

1. Familiarization with organization & its jobs (collect information about jobs) 2. Determine uses of job analysis information (define objectives) 3. Identify Jobs to be analyzed (can't analyze all jobs, identify critical, hard to learn, continuous new jobs)

Step 2: Environmental Scan: Technological Forces (FCM)

1. Flexible Work Design (work from home) 2. Connectivity (knowledge management, intranets) 3. Mechanization (manufacturing process, better customer service, increased predictability & reliability in operations & higher quality)

Important HR activities affected by recruitment

1. Gaining competitive advantage in HR: having skilled & motivated workers is a competitive advantage 2. Reap benefits of diversity management: diverse workforce provides competitive advantage, progressive employers monitor their environments & adjust their recruitment strategies 3. Focus on employee development: internal vs external recruitment 4. Investing resources into recruitment: decision about total recruitment budget affects the quality of recruits. Inappropriate recruits leave the organization and cause costs

Step 2: Environmental Scan: Demographic (GKEAG)

1. Gender Balance in the workplace 2. Knowledge workers - shift towards them 3. Educational attainment levels - increased with university 4. Aging Population - scramble for jobs in fear of post retirement poverty 5. Generational Shift - premium on work life balance

Interviewer Errors

1. Halo effect: interviewers use limited information about an applicant to base their evaluation of that person. Ex. applicant with nice smile is leading candidate 2. Leading question: Interviewers telegraph the desired answer by framing the question 3. Stereotypes: Interviewers harbour prejudice against specific groups 4.Interviewer domination: interviewers oversell applicant, brag about themselves 5. Contrast errors: interviewers compare candidates to those before instead of objective standard

HR Planning Process: 3. Develop HR Objectives (Oversupply of employees) (HAA)

1. Headcount Reduction -Layoffs: separation of employees from the organization for economic or business reasons -Leave without pay: offer employees to leave for college or other personal interests -Incentives for voluntary separation: enticement to leave organization (buyout) -Termination: permanent separation from the organization (outplacement: assisting employees to find other jobs with other employers) 2. Attrition: voluntary departure from the firm due to death, retirement or death -Hiring Freeze -Early & Phased retirement (retire early or phase into it reducing pension benefits) 3.Alternative work arrangement (do not change headcount) -Job Sharing -Use part time employees: eliminate full time & use part time

HR Planning Process: 3. Develop HR Objectives (Shortage of employees)

1. Hire Employees to fill opening 2. Contract out the work -Freelancer: self employed person provides services under contract -Outsourcing: contracting tasks to outside agencies -Crowdsourcing: taking a function once performed by employees & outsourcing to large undefined group of people (open call) 3. Develop Employees Internally 4. Create Flexible Work Arrangements: Overtime, Flexible retirement (target those close to retirement), Float & transfer: job rotation

Choosing recruitment sources

1. How many recruits needed? 2. Skill level required? (professional search firm) 3. Sources available in the industry or geographic are (rural area might not have temporary agency) 4. What has worked in the past? 5. Budget determines method recruiter can afford 6. Labour agreements in place that specify recruitment options?

Steps in Diversity Management

1. Identify ideal future state: accurate portrayal of an organization's current workforce composition & forecast of its future workforce 2. Analyze present systems & procedures: examine how the present systems are operating, assess cultural norms to ensure diverse workforce 3. Change systems, procedures & practices: All existing systems and practices have to be reviewed for their continued relevance to the organizational mission, strategy, and environmental demands: -Senior management commitment, Establish diversity committee, Education & retraining, Wide communication of changes, Evaluation of results & follow up, Diversity audits

The Interview Process

1. Interview Preparation: construct questions to assess tasks, duties, competencies & scoring guide 2. Creation of rapport: interviewer establishes relaxed rapport (smile, small talk, handshake) 3. Information exchange: 4. Termination of interview: 5. Evaluation: Record candidates specific answers & questions

Competencies expected for HR professionals (MCP)

1. Mastery of HR management tools - familiar with state of art tools (staffing, training, etc.) 2. Change Mastery - able to use interpersonal skills, communication skills, networking 3. Personal Credibility - should project image of a trustworthy, ethical, courageous leader who can build relationships

Diversity Management (OGS)

1. Old Boys Network: informal relationships among male managers providing advancements for men & reinforcing male culture 2. Glass Ceiling: invisible but real obstructions for career advancement for women & visible minorities 3. Stereotyping: process of using a few observable characteristics to assign someone to a preconceived social category

Step 3: Analysis of Organizational character & culture

1. Organizational Character: product of all an organization's features/resources (employees, objectives, successes, failures) -HR specialists should choose a path that best fits the organization's character 2. Organizational Culture: Core beliefs & assumptions widely shared by all organization members & attitudes. Must be consistent with mission & strategy

Key Considerations in Job Design: (OEEJE)

1. Organizational Considerations 2. Ergonomic Considerations 3. Employee Considerations 4. Job Specialization Considerations 5. Environmental Considerations

Model of Strategic HR Management Flow Charts (OEACR) (CPAPMM)

1. Organizational Mission, Goals & Strategy Analysis 2. Environmental Scan 3. Analysis of Organizational Character & Culture 4. Choice & Implementation of HR Strategies 5. Review, Evaluation & Audit of HR Strategies 1. Choice & Implementation of HR Strategies 2. Planning HR 3. Attracting HR 4. Placing, Developing & Evaluating HR 5. Motivating & Rewarding HR 6. Maintaining High Performance

Constraints on Recruitment (OHDREJCI)

1. Organizational Policies: internal policies that affect recruitment -Promote from within policies: given present employees first chance for job openings -Compensation policies: organizations with different HR departments establish pay ranges for different jobs -Employee status policies: restrict hiring part time or moonlights (those with 2 jobs) -International hiring policies: require foreign job openings to be staffed with local citizens 2. Human Resource Plans: firm's overall plan to fill existing & future vacancies 3. Diversity Management programs: creating work environment where members of diverse groups feel comfortable 4. Recruiter habits: when recruiter relies on past methods that led to recruitment success 5. Environmental conditions: changes in labor market, unemployment rate, pace of the economy, spot shortages, size of labour force, labour laws, recruiting activities 6. Job requirements: highly specialized workers more difficult to find than unskilled ones 7. Costs: recruiters must operate within budgets 8. Inducements: monetary, non-monetary or tangible incentives to attract recruits

Steps in the Selection Process (PAAERVCH)

1. Preliminary Reception of applicants 2. Applicant Screening 3. Administer employee tests 4. Employment Interview 5. Realistic Job Previews 6. Verification of References 7. Contingent Assessments 8. Hiring Decision

Applying for a job

1. Resume: brief voluntary listing of an applicant's work experience, education, personal data & other info relevant to the job 2. Applicant tracking system: databases of potential candidates that enable a good match between job requirements & applicant characteristics & also enlarge the recruitment pool 3. Job Application form: Company's form completed by a job applicant indicating their contact information, education, prior employment, references, special skills & other questions pertaining to the position

After Selection

1. Specify probationary period: not all employees are automatically subject to probation 2. Specify start date & terms of employment: employment K must specify start/end 3. Specify reasonable restrictive covenants: all information & non-compete clauses should be specific, reasonable & explicit 4. Ensure termination procedures are legally enforceable: meet provincial minimum employment standards

Organization of HR Department

1. Staff Authority: authority to advise but not direct managers in other departments 2. Line Authority (managers or operating departments): authority to make decisions about production, performance & people 3. Functional Authority : authority that allows staff experts to make decisions & take actions normally reserved for line managers

Selection Process: Step 8: Hiring Decision (SMC)

1. Subjective approach: decision maker looks at all the scores received by various applicants on predictors, subjectively evaluates all info & comes to a judgement, also called clinical approach 2. Multiple cut off approach: cut off scores are set for each predictor & applicants are rejected if any one of their predictors scores below minimum 3. Compensatory approach: higher score on a predictor can compensate for another score. Highest score wins -Multiple Hurdles approach: applicant has to pass a predictor satisfactorily before they can proceed to next predictor

Question Formats of Interviews

1. Unstructured: Using few if any planned questions, develop questions as interview proceeds -Lacks reliability & overlooks key areas of applicant's skills & background 2. Structured: Predetermined checklist of questions, responses compared with scoring guide on potential answers -Behavioural description: How job applicants respond to work situations in the past. Past behaviour predicts future behaviour -Situational: interviewer describes situations that will arise on job & asks applicant what they would do, behavioural intentions are being assessed -Stress producing: rapid fire questions

Recruitment Methods (17)

1. Walk-ins: job seekers who arrive at HR department in search of a job without prior referrals & not in response to a specific aid 2. Write-ins: job seekers who send a written inquiry (resume or complete job app online) in search of a job without prior referrals & not in response to a specific aid 3. Employee Referrals: recommendations by present employees to the recruiter about possible job applications for a position 4. Advertising -Blind ads: do not identify employer -Billboard: cannot contain a lot of info -Transit: poster on busses, good for specific targeting 5. Internet Recruiting: cost effective distribution, can specify exact qualifications 6. Social Media: Google + or Linkedin 7. Employment & Social Development Canada (ESDC): Federal department that provides programs & services for employers & present & potential employees. Jobs & the Workplace pages, Job Bank 8. Private Employment Agencies: Helps employers find capable candidates, take employer's requests & get job seekers through walk-ins or advertising, when employer needs a few or temporary candidates 9. Professional search firms: agencies that recruit specialized people for a fee to a company, recruit through other companies (willing to call competitor) 10. Educational & alumni institutions 11. Professional associations & Labour organizations 12. Canadian Forces: train personnel in almost every profession 13. Temporary help agencies: provide supplemental workers for temporary vacancies 14. Departing employees: leaving employees may stay if you rearrange their schedule, buyback 15. Job Fairs 16. Contract workers: useful when work is of limited duration, compensated on task completion 17. Recruitment abroad: foreign workers less expensive

HR Planning Process: 1. Forecast Demand for Resources (what drives demand, forecasting techniques)

1. What drives demand (9): Demographic impacts, Turnover, Legal Changes, Technological changes, Competitors, Strategic Plan, Budgets & revenue forecasts, New Ventures, Organizational & Job Design 2.Forecasting Techniques: -Expert Forecasts: knowledgeable people estimate future HR needs ->NGT (nominal group technique): focus group discussion, new thoughts ranked on importance ->Delphi technique: predictions from experts until convergence -Trend projection forecasts: projecting past trends ->Extrapolation: extending past rates of change into the future ->Indexation: estimating future employment needs by matching employment growth with a selected index ratio -Budget & Planning analysis: have detailed budget & long-range plans -New venture analysis: planner estimates HR needs by comparison with firms that already perform similar operations -Computer based simulation models: robust technology, formulas that extrapolate, index, survey results & estimate workforce changes ->Staffing table: lists the anticipated employment openings for each type of job

HR Planning Process: 4. Design & Implement HR Programs to balance Demand & Supply

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