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Managing Human ResourcesManaging Human Resourcesin Organizationsin Organizations

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Human Resource Management – HR/HRMHuman Resource Management – HR/HRM

● Activities directed at attracting, developing, and maintaining an effective workforce

● Focus on human capital● Can have substantial impact on bottom line

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Legal EnvironmentLegal Environment

● EEO – Equal Employment Opportunity - 1964– Outlaws discrimination– Can not have an adverse impact on

minorities/women● Age Discrimination Act – 1967/86

– Outlaws discrimination against people over 40● Americans with Disabilities Act – 1991

– Can not discriminate and must provide reasonable accommodations

● Government does mandate some preferrences– E.g. affirmative action for Vietnam vets

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Legal EnvironmentLegal Environment

● Fair Labor Standards Act 1938– Sets min wage and requires overtime for non-

exempt employees working over 40 hours● Family and Medical Leave Act of 1993

– Must provide up to 12 weeks unpaid leave● National Labor Relations Act 1935

– Procedure for voting for unions● Taft-Hartley Act 1947

– Increased management rights in a strike● OSHA 1970

– Must obey safety and health standards of DoL

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Legal EnvironmentLegal Environment

● Sexual harassment● Whistle blower protection

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Attracting Human ResourcesAttracting Human Resources

● Planning– Job analysis– Forecasting demand

Losses Needs

● Succession planning (replacement)● Matching needs to staff

– Skills inventory database

● Defines the recruiting process

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RecruitingRecruiting

● Job description● Internal recruiting

– Post openings, often required● External recruiting

– Walk-ins – becoming rarer– Internet– Job fairs– Campus recruiting (including internships)– Advertising

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Recruiting - SelectionRecruiting - Selection

● Applications● Tests● Interviews

– Many styles– 3-step

● Assessment centers– Formal method of evaluation

● Check references!!● Other

– Drug tests– Background checks

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TrainingTraining

● Assess training needs– Study or survey

● Training methods– Classroom– Online– External – Job rotation– Corporate “university”

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Performance AppraisalPerformance Appraisal

● Formal evaluation and feedback– Time period varies

● Methods– Ranking

1 to N or put into “buckets”– Rating

Evaluate based upon scales– 360-degree feedback– Start, Stop, Continue

● Issues– Recency error– Halo error (works both ways)

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Performance FeedbackPerformance Feedback

● One-on-one meeting● Give written feedback● Have employee acknowledge feedback (sign)

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Job TerminationJob Termination

● HR will define the process● This should not be a surprise to the employee

– Should have a history of written feedback● Typically first put employee on a Performance

Improvement Plan (PIP)– Specific period of time– Specific goals to meet

● When firing someone or putting them on a PIP– Be clear– Remember that the rest of the org. is watching

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CompensationCompensation

● Wages vs. salary● Many different structures

– Base and bonus structures● Wage determination

– How much is a job worth?● Individual wages

– Often based upon performance review– Seniority vs. merit

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BenefitsBenefits

● Traditional plans● Cafeteria/flex plans● Benchmarking● Unusual benefits

– On-site day care– Free coffee/sodas– Free meals– Gyms– Tickets to events– Corporate discounts– Adoption aid– Etc.

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Labor RelationsLabor Relations

● Employees form unions– Simple majority of those voting

● Collective bargaining– Negotiation of a contract

Seniority vs. merit– Grievance procedure

● Union tools– Picket– Strike

● Management tools– Lockout

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ChallengesChallenges

● Knowledge workers– May be hard to attract and retain– Need continual skill upgrading

● Temporary workers– Flexible

Can hire/’fire’ as conditions change Can get expertise when needed

– Question of how to manage and integrate● Part-time workers