hrm week 7 2011.02.22 bb handouts

8/11/2019 HRM Week 7 2011.02.22 BB Handouts

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2/22/20

Nature of Jobs and WorkNature of Jobs and Work

Dividing Work into Jobs

WorkEffort directed toward producing or

accomplishing results.

Job

A grouping of tasks, duties, and

responsibilities that constitutes the total work

assignment for an employee.

Mathis, Human Resource Management, 13th ed, 2011. Cengage.

Influences Affecting Jobs , People, andInfluences Affecting Jobs , People, and

Related HR Poli ciesRelated HR Poli cies

Nature of Work

OrganizationalValues

CustomerNeeds

OrganizationalStrategy

HR Activities Focusing on Jobs

• Job analysis • Recruiting

• Training and development

• Performance management

• Health, safety, and security

•

Employee relations • Compensation

JobsNeeded

People Neededfor Jobs


DefinitionsDefinitions

Position - Collection of tasks and

responsibilities performed by one person;

there is a position for every individual in the

Job - Consists of group of tasks that must

be performed for organization to achieve its

goals

Mondy, Human Resource Management, 11 th ed, 2010. Prentice Hall.



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Job Analysis DefinedJob Analysis Defined

Job analysis is the process of studying jobs togather, analyze, synthesize and report

information about job responsibilities and

requ remen s an e con ons un er w c

work is performed.

Modified from Heneman and Judge (2009)

©SHRM 2009

Job Analysis DefinedJob Analysis Defined

A systematic way of gathering and analyzing

information about the content, context, and the

human requirements of jobs.

Work activities and behaviors

Interactions with others

Performance standards

Financial and budgeting impact

Machines and equipment used

Working conditions

Supervision given and received

Knowledge, skills, and abilities needed


JobJob Analysis Analysis

Job analysis can be conducted for existing and

anticipated jobs

It is not necessary to have a job incumbent to

perform a job analysis.

basis.

An organization undergoing substantial changes

can use job analysis to plan for the future and to

assure that there will be a good match between the

organization’s skill needs and the employees’

capabilities.

©SHRM 2009



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DefinitionsDefinitions

A work group consisting of a director,

two secretaries, and fourphysiotherapists has 3 jobs and 7

.


Historical PerspectiveHistorical Perspective

Frederick Taylor (1911) Scientific

Management Replaced rule-of-thumb work methods with

scientific study.

Scientifically select, train and develop workers.

Cooperate with workers to ensure that scientific

methods are followed.

Divide work such that managers apply scientific

principles and workers implement them.

Find the “one best way” to accomplish any task.

Utilized time and motion studies to analyze

tasks.

©SHRM 2009

Historical PerspectiveHistorical Perspective

Elton Mayo (1927-1932) Hawthorne

Studies

Informal organization affects productivity.

.

The workplace is a social system.

Work is more than tasks and duties.

©SHRM 2009



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Organizations in the New MillenniumOrganizations in the New Millennium

Evolving work methods X-ray, EHR

Organization structure interdisciplinary teams

epor ng re a ons psDifferent locations, virtual teams

Global demands 24/7 work

Knowledge workersMental vs manual

©SHRM 2009

Job Analysis: FoundationJob Analysis: Foundation of all HRof all HR

practicespractices

HRPlanning

StaffingLegal

Compliance

JOB ANALYSI

S

Training

PerformanceManagement

Safety&

Health

Rewards

EmployeeRelations

FoundationalFoundational

HR planning:

Work design.

Skills required.

Staffing:

Advertising in labor

Training:

Training needs for new

employees.

Training program content.

Training evaluation.

.

Selection criteria.

Selection methods.

Succession planning.

management:

Performance standards.

Evaluation criteria.

Appraisal forms and

methods.

Feedback and

communication with

employees.

©SHRM 2009



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FoundationalFoundational

Safety and health:

Training required.

Protective equipment

needed. Hazard communications.

Accommodations for

medical im airments

Employee relations:

Work rules, policies and

procedures.

Clear lines of authority andresponsibility.

Union work settings.

l lii l i i .

Rewards:

Value of each job for

compensation purposes.

FLSA status.

Pay adjustments.

l li

Recordkeeping.

Accommodations.

Training.

Compensation practices.

Equal employment

practices and affirmative

action.

©SHRM 2009

Job Analysis:Job Analysis:

HumanHuman Resource Management ToolResource Management Tool

Tasks Responsibilities Duties

Job Descriptions

Staffing

HR Planning

Training andDevelopment

Performance Appraisal

i

Job

Analysis Job Specifications

Knowledge Skills Abilities

Safety and Health

Employee and LaborRelations

Legal Considerations


TaskTask--Based Job AnalysisBased Job Analysis

Duty Duty

Responsibility

TaskTask TaskTask




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CompetencyCompetency--Based Job AnalysisBased Job Analysis

Competencies

Individual capabilities that can be linked to enhanced

performance by individuals or teams.

Technical competencies

Behavioral competencies

Reasons for using a competency approach:

To communicate valued behaviors within the organization

To raise competency levels throughout the organization

To emphasize people’s capabilities for enhancing the

competitive advantage of the organization


Questions Job Analysis Should Answer Questions Job Analysis Should Answer

What physical and mental tasks does

worker accomplish?

When is job to be completed?

Where is job to be accomplished?

How does worker do job?

Why is job done?

What qualifications are needed to perform

job?


DataData CollectedCollected

Through Job AnalysisThrough Job Analysis

Work Activities - Work activities and

processes; activity records; procedures

used; personal responsibility

- - behaviors, such as physical actions and

communicating on job; elemental motions for

methods analysis; personal job demands,




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Information CollectedInformation Collected

Data, people, things.

Tasks or job functions:

What gets done on the job.

Essential functions.

Scope of responsibility:

Supervision received.

Supervision provided.

Tools and equipment used on the job:

Computer software.

Hand tools.

Job-related equipment.

©SHRM 2009


Work context and environment:

Physical environment (discomfort, hazards).

Work schedule (hours, days).

Travel required.

Social/relationship factors:

Nature of social contacts.

Level of social contact.

Decision-making authority:

Judgment and discretion.

©SHRM 2009


Personal and physical demands of the job:

Stand, sit, reach, lift, walk.

Knowledge, skills and abilities required to

perform job tasks:

Education.

Experience.

Certification (desired) and licensure

(required):

Certification (HR).

Board licensure (physician, engineer).

©SHRM 2009



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Job Requirements MatrixJob Requirements Matrix

Tasks KSAs

Specific

Tasks

Task

Dimensions

Importance

(% of time)

Nature Importance to

tasks (1-5)

Arrange

schedules with

office assistant to

Supervision 30% Knowledge of

office policies

and operations.

4.9

ensure that office

is staffed.

Assign office

tasks to office

assistant and

volunteers.

Supervision Knowledge of

office policies

and operations.

Type/transcribe

letters, memos

and reports.

Word processing 20% Knowledge of

typing formats

and software.

3.1

Heneman and Judge, Staffing Organizations, 2009.©SHRM 2009

Job Analysis ProcessJob Analysis Process


Steps in the Job Analysis Process1. Determine who will do the analysis and

get top management buy in to the

process.

.

success of the company and have a

sufficient number of employees in

them.

3. Review what has already been written

about the job.



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4. Select job agents, such as incumbents, supervisors

or job analysts.

5. Collect job information through interviews,questionnaires and observations

6 Create a ob descri tion that identifies skills effort. ,

responsibilities and working conditions of the job.

7. Creating Job Specifications. The final step uses

job analysis information to create job specifications.

Job specifications identify the knowledge, skills,

and abilities that workers need in order to perform

the tasks listed in the job description.


Robert D. Gatewoodand Hubert S. Field, Human Resource Selection, 5th ed. (Cincinnati, OH: South-Western, 2001).

Data SourcesData Sources

Could be based on number of factors: How many job incumbents there are.

The purpose for the job analysis.

The cost and time constraints for the process.

Job incumbent Having a job incumbent is not always necessary

Very reliable

Know the job tasks

Caveat: bias, job inflation

©SHRM 2009



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Supervisor or manager Excellent data source

Need their cooperation for standards orperformance and job description

Former jobholders Knowledgeable

Did the work

Less bias

Might have forgotten

©SHRM 2009


Job analyst Outside expert

Skilled

Objective

Subject matter experts (SMEs) For complex jobs

Might perform the job in another organization

Very knowledgeable

©SHRM 2009


Industry resources Have job descriptions available

AMA, ANA

Professional or anizations Benchmark job descriptions

SHRM

©SHRM 2009



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DiscussionDiscussion

What Sources for Job Analysis in a

healthcare organization would youuse?

Occupational Information NetworkOccupational Information Network

Occupational Titles online on O*NET.

ompre ens ve searc a e a a ase:

http://online.onetcenter.org

O*Net Homepage

O*NET Resource Center, www.onetcenter.org/content.html



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Data Collection MethodsData Collection Methods

Observation

Work sample

Work diary

Interviews

Questionnaires

Perform the job

Background records

Employee Records

Multiple methods

©SHRM 2009

ObservationObservation

Directly observe job incumbents performing the job

duties, work sample or job segments.

Can also be observed indirectly via video or

audiotape: Hazardous jobs (airline pilot, surgeon, construction).

High-risk jobs (nuclear power plant).

Best when job/task is repetitive and short cycle.

Good for manual jobs and tasks.

Often insufficient if used alone

Not good for nonrepetitive, long-cycle jobs and

tasks.

Not good for creative or “thinking” jobs and tasks.

©SHRM 2009

Work SampleWork Sample

Observe samples of critical job tasks.

Best when job or task is repetitive and short

cycle.

Good for manual jobs and tasks.

Not good for nonrepetitive, long-cycle jobs andtasks.

Not good for creative or “thinking” jobs and tasks.

Choosing the “right” or most representative tasks:

Scientifically sample the job tasks to choose appropriate

tasks.

©SHRM 2009



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Work DiaryWork Diary

Description of daily activities maintained for

a period of time:

Calendar, day planner.

Best when job or task is nonrepetitive, long

cyc e.

Good for creative or “thinking” jobs/tasks.

Requires great discipline on diary-keeper’s

part.

Accuracy may be questionable.

©SHRM 2009

InterviewsInterviews

Individual or group interviews:

Job incumbents.

Supervisor.

Former job holders.

Clients.

Subject matter experts (SMEs).

Generates “deep” information:

Qualitative data is rich.

Time-consuming and expensive.

Lacks anonymity.

Subject to interviewer‘s skill level.

©SHRM 2009

QuestionnaireQuestionnaire

Structured form or checklist.

Paper and pencil or computer-based.

Commonly used method.

Standardized in content and format.

Good for accessing large numbers of responses.

uan a ve a a.

Economical.

Anonymous.

Downside is possible deficiency of

questions/content areas assessed.

Assumes incumbent literacy and intelligence.

©SHRM 2009



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Typical Areas Covered in aTypical Areas Covered in a

Job Analysis QuestionnaireJob Analysis Questionnaire


Perform the JobPerform the Job

Job analyst performs the job duties as

described by job incumbent and/or

supervisor.

First-hand exposure to job tasks and

context rovides rich, relevant data.

Time-consuming.

Potential safety risks.

Assumes a certain level of skill to perform

the tasks.

©SHRM 2009

Background RecordsBackground Records

Data mining of relevant materials such as: Organizational charts.

Training manuals.

Policies and procedures.

Payroll records. Production records.

Call sheets.

A good starting point.

Documents may not exist in usable form.

Documents may be out of date.

©SHRM 2009



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Multiple MethodsMultiple Methods

For best result, use multiple methods.

Balance time and cost constraints.

Balance the strengths and weaknesses ofeach method.

No ma ic formula to determine how man

methods are ideal or which methods to

combine for a given job.

Ideally, obtain both quantitative and

qualitative data.

©SHRM 2009

Multiple MethodsMultiple Methods

Clerical and administrative jobs:

questionnaires supported by interviews

and limited observation

interviews supplemented by extensive

work observations may provide

necessary data


What Methods for Job Analysis in a

healthcare organization would you

use?



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Other MethodsOther Methods forfor Conducting Job AnalysisConducting Job Analysis

Department of Labor Job Analysis

Schedule

Functional Job Analysis

Critical Incident Technique

Position Analysis Questionnaire (PAQ)

Management Position Description

Questionnaire

Guidelines-Oriented Job Analysis


Department of Labor Job Analysis ScheduleDepartment of Labor Job Analysis Schedule

Structured job analysis questionnaire that

uses a checklist approach to identify job

elements

Focuses on eneral worker behaviors

instead of tasks

Some 194 job descriptors relate to job-

oriented elements


Functional Job AnalysisFunctional Job Analysis

Concentrates on the interactions among the

work, the worker, and the organization

Modification of the job analysis schedule

Assesses specific job outputs and identifies job tasks in terms of task statements

Seven scales

(1) Things, (2) Data, (3) People, (4) Worker

Instructions, (5) Reasoning, (6) Math, and

(7) Language




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Critical Incident TechniqueCritical Incident Technique

Interviews incumbents and/or other jobexperts

Identifies good and bad on-the-job behaviors. Job agents are asked to generate a number

consider particularly helpful or harmful foraccomplishing work.

Each statement includes a description of thesituation and the actions that determinedwhether the outcome was desirable orundesirable.

Stewart, Human Resource Management, 2nd ed, 2011. John Wiley & Sons, Inc.

Position Analysis QuestionnairePosition Analysis Questionnaire

Focuses on general worker behaviors instead of tasks

194 job descriptors relate to job-oriented elements isa structured questionnaire that assesses the workbehaviors required for a job. Such as: Information input —where and how a worker obtains needed

information such as education and or experience.

i i i i i i i en a processes —reasoning and decision-making activities.

Work output —physical actions required for the job, as well as tools ordevices used.

Relationships with other persons —the interactions and socialconnections that a worker forms with others.

Job context —the physical and social surroundings where workactivities are performed.

Other job characteristics —activities, conditions, or characteristicsthat are important but not contained in the other five dimensions.


Management Position DescriptionManagement Position Description

QuestionnaireQuestionnaire

Designed for management positions

Uses checklist to analyze jobs

Has been used to determine training needs

of individuals who are slated to move intomanagerial positions

Has been used to evaluate and set

compensation rates for managerial jobs and

to assign jobs to job families




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GuidelinesGuidelines--Oriented Job AnalysisOriented Job Analysis

Step-by-step procedure for describing the

work of a particular job classification Obtains the following types of information:

1 machines tools and e ui ment 2

supervision; (3) contacts; (4) duties; (5)

knowledge, skills, and abilities; (6)

physical and other requirements; and (7)

differentiating requirements


Timeliness of Job AnalysisTimeliness of Job Analysis

Rapid pace of technological

change makes need for

accurate ob anal sis even

more important now and in

the future.


Job Analysis for Team MembersJob Analysis for Team Members

With team design, there are no narrow jobs

Work departments do is often bundled into

teams

description, “And any other duty that may

be assigned,” is increasingly becoming THE

job description.




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Job AnalysisJob Analysis ExerciseExercise – – Part 1Part 1

Job Analysis and the LawJob Analysis and the Law

Equal Pay Act - Similar pay

must be provided if jobs are

not substantially different as

shown in ob descri tions

Job Analysi s and Wage/Hour RegulationsJob Analysi s and Wage/Hour Regulations

Fair Labor Standards ActEmployees categorized as exempt or

nonexempt

To qualify for an exemption from the

overtime provisions of the act:Exempt employees can spend no more than

20% of their time on manual, routine, or

clerical duties.

Exempt employees must spend at least 50% of

their time performing their primary duties as

executive, administrative, or professional

employees.



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Job Analysis and theJob Analysis and the LawLaw

Civil Rights Act - Basis for adequatedefenses against unfair discriminations

charges in selection, promotion, and otherareas of HR administration

- Specify job elements that endanger healthor are considered unsatisfactory ordistasteful by most people

Americans with Disabilities Act - Makereasonable accommodations for disabledworkers


Job Analysis and the LawJob Analysis and the Law

Job Analysis and the Americans with Disabilities

Act (ADA)

To comply with the ADA, an employer must

distinguish between essential and nonessential job

functions.

Essential job functions are those that are central to job

performance. The job would not exist without those

essential job functions. Employers are required to

provide reasonable accommodations for an otherwise

qualified individual to perform the essential job functions.

Marginal job functions are duties that are part of the job

but are incidental or ancillary to the purpose and nature of

the job.


Essential JobEssential Job FunctionsFunctions

Percentage of time spent on task:

Significant percentage of time.

Often 20 percent or more.

Fre uenc of task: Task performed regularly?

Daily, weekly, monthly.

Importance of task:

Does the task affect other parts of the job?

Does the task affect other jobs?

©SHRM 2009



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EssentialEssential and Marginal Job Functionsand Marginal Job Functions


Outcomes of Job AnalysisOutcomes of Job Analysis

Outcomes of Job AnalysisOutcomes of Job Analysis

Job Description

Systematic, detailed summary of job tasks, duties

and responsibilities.

Assures that employees and managers are on the

same page regarding who does what.

Job Specification

Detailed summary of qualifications needed to

perform required job tasks.

Performance Standards

Establishes the level of satisfactory performance.

©SHRM 2009



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Job DescriptionJob Description

The job description should include at least

the following elements: Job title.

Job code.

.

Job summary.

Essential job duty task statements.

Job context or any unusual elements.

Date created.

Revision number and date.

©SHRM 2009

Job Description ComponentsJob Description Components

Identification

Job title

Reporting relationships

Department

Location

l i

Essential Functions and

Duties

Lists major tasks, duties and

responsibilities

Job Specifications

l ill l i

General Summary

Describes the job’s

distinguishing

responsibilities and

components

l , ill ,

abilities

Education and experience

Physical requirements

Disclaimer

Of implied contract

Signature of approvals


Job SpecificationJob Specification

The job specification should include at least the

following elements: Job title.

Job code.

Job summary.

Knowledge required to perform job.ill iill i .

Abilities required to perform job.

Education required.

Experience required.

Licensure required or certification desired to perform the job.

Date created.

Revision number and date.

©SHRM 2009



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Performance StandardsPerformance Standards

Performance standards define the level of

expected quality and quantity of work produced on

the job.

Line managers’ input in developing performance

.

Standards must be consistent and reasonable.

Performance standards help the employee gauge

performance on the job.

©SHRM 2009


Robert D. Gatewoodand Hubert S. Field, Human Resource Selection, 5th ed. (Cincinnati, OH: South-Western, 2001).

Step 6: CreatingStep 6: Creating Job DescriptionJob DescriptionRespiratory TherapistRespiratory Therapist

Source: Information from the Occupational Information Network O*Net On Line, http://online.onetcenter.org/.



2/22/20

Step 7: Creating Job SpecificationsStep 7: Creating Job SpecificationsRespiratory TherapistRespiratory Therapist

Source: Information from the Occupational Information Network O*Net On Line, http://online.onetcenter.org/.


Behavioral Aspects of Job AnalysisBehavioral Aspects of Job Analysis

Behavioral Aspects of Job Analysis

“Inflation” ofJobs and Titles

Employee and

Managerial AnxietiesCurrent Incumbent

Emphasis




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Behavioral AspectsBehavioral Aspects

Employee fears:

Paranoia.

Self-protection.

Inflating titles and jobs.

Limiting managerial flexibility:

“It’s not in my job description.”

Incumbent emphasis.

©SHRM 2009

MaintenanceMaintenance

Job descriptions and specifications must

be kept current to reflect changes in:

Work practices and processes.

Tools and equipment used on the job.

Levels of discretion

Licensure or certification.

Annual review during performance appraisal.

Review when incumbent turns over.

©SHRM 2009

Readings



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Job AnalysisJob Analysis ExerciseExercise – – Part 2Part 2

JobJob DesignDesign



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Job DesignJob Design

Process of determining specific tasks to be

performed, methods used in performingthese tasks, and how job relates to other

work in organization


Classic Approaches to Job DesignClassic Approaches to Job Design

Job

Enlargement

Job

EnrichmentJob

Reengineering

o

Design


JobJob DesignDesign

Job enrichment - Basic changes in content and

level of responsibility of job, to provide greater

challenge to worker

Job enlargement - Changes in scope of job to

provide greater variety to worker Reengineering - Fundamental rethinking and

radical redesign of business processes to

achieve dramatic improvements in critical

measures of performance, such as cost, quality,

service and speed




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Job Design/ReJob Design/Re--DesignDesign

Person/job Fit

Matching characteristics of people with

characteristics of jobs.

o es gn mpac s

Performance Job S atisfactionPhysical and

Mental Health


Factors in Job DesignFactors in Job Design


Job DesignJob Design

The process of job design focuses on

determining what tasks will be grouped

together to form employee jobs

grouping work tasks: mechanistic,

motivational, perceptual, and biological.




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Perceptual ApproachPerceptual Approach

The basic objective of the perceptualapproach is to simplify mental demands onworkers and thereby decrease errors.

Safety and prevention of accidents arecritical.

The perceptual approach to job designusually results in work characterized bysequential processing and low autonomy.


Biological ApproachBiological Approach

This approach is associated with ergonomics,

which concerns methods of designing work to

prevent physical injury.

Job tasks are assessed in terms of strength,

, .

Work processes are then designed to eliminate

movements that can lead to physical injury or

excessive fatigue.

The basic goal of the biological approach is to

eliminate discomfort and injury.


JobJob Design New ModelDesign New Model



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Job Design: New ModelJob Design: New Model

Clegg, 2007, A circular and dynamic model of the process of job design . J of Occ Org Psych 80, 321-0339


What do you think of the Job

Characteristics Model vs. Clegg’s

Model?

Which is more applicable to

Healthcare Organizations?

TeamsTeams



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TheThe Group Perspect iveGroup Perspective

Teams:

Small number of peopleWith complementary skills

Work together

Vital in flat and

boundaryless organizations.

Gomez-Mejia, Managing Human Resources, 6 th ed, 2010. Prentice Hall.

Types of TeamsTypes of Teams

Self-Managed Team

Members usually cross-trained

Problem-Solving Teams

Special-Purpose Teams (task force)

Examine complex issues

Virtual Teams


Using Teams in JobsUsing Teams in Jobs

Types of Teams

Special-

Purpose Team

Self-Directed

Team

Virtual

Team




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Team JobsTeam Jobs

Advantages Disadvantages

• Improved productivity

• Increased employeeinvolvement

• Requires employees to be“group oriented”

• Not appropriate for most work

• More widespread employeelearning

• Greater employee ownershipof problems

in organizations

• Can be overused

• Difficult to measure teamperformance

• Individual compensationinterferes with team concept


FactorsFactors Affecting Virtual Team Success Affecting Virtual Team Success


The Flexible WorkforceThe Flexible Workforce

Core Workers

Contingent Workers

Temporary Employees Part-Time Employees

Outsourcing/Subcontracting

Contract Workers

College Interns




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OutsourcingOutsourcing

Advantages

1. Provide better-quality

people with most

Disadvantages

1. Could lose control of

important activities

2. Cost savings with

economies of scale

3. Preserve company

culture

2. ay ose an

opportunity to gain

knowledge and

information helpful to

company processes


Work SchedulesWork Schedules

Global Work

ScheduleDifferences

Work

ScheduleAlternatives

Work

Shift Workand Compressed

Workweek

JobSharing

FlexibleScheduling

Schedules


Work/Life BalanceWork/Life Balance

Workers can experience stress at home work-to-family conflict when the stress they feel at work iscarried into their family environment.

They can also feel the same conflict when stress

at home carries into their work environmentam y- o-wor con c .

Flextime and Compressed workweeks wereintroduced to combat both types of work/familyconflict.




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Flexible Work SchedulesFlexible Work Schedules

Flexible Work Hours

Core time Flex time

Four 10-hr days or four 12-

hr days

Telecommuting

Mobile workplace


TeleworkTelework

Telecommuting

The process of going to work via electronic

computing and telecommunications equipment.

Effects of Alternative Work Arrangements

More self-scheduling by employees

A shift to evaluating employees on results

Greater trust, less control and direct supervision

Legal issues related to state and federal laws

Career impacts of lack of direct contact (visibility)


GrowthGrowth of Telecommutingof Telecommuting

*Estimated.

Source: Gartner Dataquest.Mathis, Human Resource Management, 13th ed, 2011. Cengage.



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Human Resource InformationHuman Resource Information SystemsSystems

(HRIS(HRIS))

Human Resource InformationHuman Resource Information SystemsSystems

(HRIS(HRIS))

Any organized approach for

obtaining relevant and

to base HR decisions


Human Resource Information SystemsHuman Resource Information Systems

Goal: Integrate Core Processes into Seamless SystemGoal: Integrate Core Processes into Seamless System

Input Data Types

Job Analysis

Recruitment

Selection/Job Posting/

Employee Referral

T&D

Performance Appraisal

Output Data Uses*

Employee Tracking

Diversity Programs

Hiring Decisions

Training Programs/E-learning/Management Succession

Organizational

Strategic Plans

Contribute Toward Achievement of:

Human

ResourceCompensation

Benefits

Safety

Health

Labor Relations

Employee Relations

Compensation Programs

Benefit Programs (e.g.,prescription drug programs)

Health Programs (e.g., Employee Assistance Programs)Bargaining Strategies

Employee Services

Human

Resource

Management

Plans

n ormation

System

*Manager and employee self-service is available.




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Manager Self Manager Self--ServiceService

Use of software and corporate network to

automate paper-based processes requiringmanager’s approval, record-keeping or

input, and processes that support

manager’s job

MSS can help managers develop and grow

staff and assist employees in determining

their career paths and developing required

competencies


Employee Self Employee Self--Service (ESS)Service (ESS)

Processes that automate

transactions formerly labor-

intensive for employees and HR

professionals

ESS applications can free up

valuable HR staff time, reducing

administrative time and costs


HRIS ApplicationsHRIS Applications




2/22/20

Questions?Questions?