11

Staffing and Human Staffing and Human Resource ManagementResource Management

22

Learning OutcomesLearning Outcomes

• Describe the human resource management process

• Discuss the influence government regulations on human resource decisions

• Differentiate between descriptions and job specifications

• Contrast recruitment and downsizing options

• Explain the importance of validity and reliability in selection

• Describe the selection devices that work best with various kinds of jobs

33

Learning OutcomesLearning Outcomes• Identify various training methods• Explain the various techniques managers

can use in evaluating employee performance

• Describe the goals of compensation administration and factors that affect wage structures

• Explain what is meant by the terms sexual harassment, family-friendly benefits, labour-management cooperation, workplace violence, and layoff-survivor sickness

44

Human Resource Management ProcessHuman Resource Management Process

HumanResourcePlanning

Recruitmentor Downsizing

Selectionof Employees

Orientation

Training andDevelopment

PerformanceAppraisals

Safety andHealth

Compensation and Benefits

Competent High-Performing Workers

55

The Legal The Legal Environment of HRMEnvironment of HRM

Provincial and Federal LegislationProvincial and Federal Legislation

EmploymentEmploymentEquityEquity DiscriminationDiscrimination HarassmentHarassment

66

Employment Equity - equal opportunities for people of designated groups who had been historically disadvantaged in employment--health and safety, or discrimination and harassment, organizations are expected to treat people in a fair and unbiased fashion

This approach focuses on setting goals and action plans to achieve a workforce composition that is reflective of demographic patterns in the geographical area of the company.

The Legal The Legal Environment of HRMEnvironment of HRM

77

Human ResourceHuman ResourcePlanningPlanning

Making a FutureMaking a FutureAssessmentAssessment

Making a CurrentMaking a CurrentAssessmentAssessment

Designing a FutureDesigning a FutureProgramProgram

88

Human ResourceHuman ResourcePlanningPlanning

• human resource inventory to assess what talents and skills are currently available in the organization.

• Job analysis which is an assessment of the types of skills, knowledge, and abilities needed to successfully perform each job in the organization. Information gathered during job analysis allows management to develop: a written job description that states what a jobholder must do, plus how and why it is done.

• The job description will contain a job specification which is statement about the minimum knowledge, skills, and abilities that a worker must possess to perform the job successfully.

99

RecruitmentRecruitment

• Process of locating, Process of locating,

identifying, and identifying, and

attracting capable attracting capable

candidatescandidates

• Can be for current Can be for current or future needsor future needs

1010

RecruitmentRecruitmentSourcesSources

InternalInternalSearchesSearches

EmployeeEmployeeReferralsReferrals

EmployeeEmployeeLeasingLeasing

TempTempServicesServices

EmploymentEmploymentAgenciesAgencies

AdvertisementsAdvertisements

SchoolSchoolPlacementPlacement

1111

FiringFiring LayoffsLayoffsand Attritionand Attrition

TransfersTransfers ReducedReducedWorkweeksWorkweeks

JobJobSharingSharing

EarlyEarlyRetirementsRetirements

Downsizing OptionsDownsizing Options

1212

SelectionSelection

• Prediction exercise

• Decision-making exercise

• Purpose is to hire the person(s) best able to meet the needs of the organization

1313

RejectError

CorrectDecision

AcceptError

CorrectDecision

Selection Decision

AcceptReject

Su

cce

ssf

ul

Un

su

cce

ssfu

l

Lat

er J

ob

Per

form

ance

Selection Decision Outcomes

1414

ReliabilityReliability

• Degree to which Degree to which selection tool selection tool measures the measures the same thing same thing consistentlyconsistently

• Can be a test or an Can be a test or an interviewinterview

1515

ValidityValidity

• Relationship Relationship between selection between selection tool and tool and appropriate appropriate criterioncriterion

• Must be proven Must be proven and relevant to joband relevant to job

1616

SelectionSelectionDevicesDevices

PerformancePerformanceSimulationsSimulations

WrittenWrittenTestsTests

1717

SelectionSelectionDevicesDevices

• Written Tests - Written Tests - can can include tests include tests of intelligence, personality, of intelligence, personality, aptitude, ability, interest, and aptitude, ability, interest, and integrity. integrity.

1818

SelectionSelectionDevicesDevices

• Performance Simulations - Performance Simulations - performance-simulation testsperformance-simulation tests meet meet the requirement of job relatedness the requirement of job relatedness better than do written tests. Work better than do written tests. Work sampling and assessment centres sampling and assessment centres are the two best known types.are the two best known types.

1919

The Effectiveness of InterviewsThe Effectiveness of Interviews

• Prior knowledge about an applicantPrior knowledge about an applicant

• Attitude of the interviewerAttitude of the interviewer

• The order of the interviewThe order of the interview

• Negative informationNegative information

• The first five minutesThe first five minutes

• The content of the interviewThe content of the interview

• The validity of the interviewThe validity of the interview

• Structured versus unstructured interviewsStructured versus unstructured interviews

2020

Well-MatchedApplicants

Well-MatchedWell-MatchedApplicantsApplicants

RealisticExpectations

RealisticRealisticExpectationsExpectations

IncreasedCommitment

IncreasedIncreasedCommitmentCommitment

RealisticRealisticJob PreviewsJob Previews

2121

Employee OrientationEmployee Orientation

Familiarization to Organization and its Values

Improved Success On the Job

Minimizes Turnover

2222

Employee TrainingEmployee Training

What deficiencies, if any,does job holder have in terms of skills, knowledge, abilities, and behaviours?

What behaviours are necessary?

Is there a need fortraining?

What arethe strategicgoals of theorganization?

What tasks mustbe completedto achievegoals?

2323

TrainingTrainingMethodsMethods

JobJobRotationRotation

SimulationSimulationExercisesExercises

ClassroomClassroomLecturesLectures

UnderstudyUnderstudyAssignmentsAssignments

VestibuleVestibuleTrainingTraining

Films Films and Videosand Videos

2424

Performance ManagementPerformance Management

• Process of Process of establishing establishing performance performance standards and standards and evaluating the evaluating the performanceperformance

• Means to ensure Means to ensure organizational organizational goals are being goals are being metmet

2525

MultipersonMultipersonGraphicGraphicRating ScalesRating Scales

CriticalCriticalIncidentsIncidents

WrittenWrittenEssayEssay

BARSBARS

Performance Appraisal Methods Performance Appraisal Methods

360-Degree360-DegreeAppraisalAppraisalMBOMBO

2626

Performance Appraisal Performance Appraisal Methods Methods

• Written Essay - Written Essay - Written essaysWritten essays that that describe an employee’s performance and describe an employee’s performance and suggestions for improvement require no suggestions for improvement require no complex forms or extensive trainingcomplex forms or extensive training

• Critical Incidents - Critical Incidents - critical incidentscritical incidents method, the appraiser writes down what method, the appraiser writes down what an employee did that was especially an employee did that was especially productive or counterproductive. The key productive or counterproductive. The key is to cite specific and key behaviours. is to cite specific and key behaviours.

• Graphic - Graphic -

2727

• Rating ScalesRating Scales - With graphic rating scales, performance factors are listed such as quantity and quality of work, depth of knowledge, or initiative. The appraiser then rates each factor on an incremental scale. This method cannot provide the depth of information of essays or critical incidents, but it is less time consuming to develop and administer, and yields results that can be quantified.

• BARSBARS - Behaviorally anchored rating scales BARS combine the critical incidents and graphics rating scale approaches. The appraiser rates employees on items along a continuum. The points along the scale are examples of actual on-the-job behaviour rather than general descriptions or traits

Performance Appraisal Performance Appraisal Methods Methods

2828

• Multi-personMulti-person - Group order ranking requires the rater to place employees into a particular classification, such as the top one-fifth. Individual ranking orders employees from best to worst. Paired comparisons rank each employee with all other employees and rates each as either the weaker or superior member of the pair.

• MBOMBO - evaluates employees on how well they accomplish a specific set of objectives that have been determined to be critical in the successful completion of their jobs

• 360-Degree Appraisal360-Degree Appraisal - seeks feedback for the person being rated from a variety of sources: such as peers, supervisors, and customers

Performance Appraisal Performance Appraisal Methods Methods

2929

EmployeeEmployee

CounsellingCounsellingDisciplineDiscipline

ProblemsProblems

Performance Performance Problems on the JobProblems on the Job

3030

Compensation AdministrationCompensation Administration

• Process of determining cost-effective pay structure

• Designed to attract and retain

• Provide an incentive to work hard

• Structured to ensure that pay levels are perceived as fair

3131

Designed to Designed to

EnrichEnrich

Employees’Employees’

Lives Lives

Non-financialNon-financial

RewardsRewards

Employee BenefitsEmployee Benefits

3232

WorkforceWorkforceDiversityDiversity

Sexual Sexual HarassmentHarassment

CurrentCurrentHRM IssuesHRM Issues

3333

Family-FriendlyFamily-FriendlyBenefitsBenefits

Unions andUnions andManagementManagement

CurrentCurrentHRM IssuesHRM Issues

3434

WorkplaceWorkplaceViolenceViolence

Survivors ofSurvivors ofLayoffsLayoffs

CurrentCurrentHRM IssuesHRM Issues