ADMS 2600 Section I - Internet

Human Resources Management

Lecture 1 - The Challenge of Human Resources Management

2012-09-06

Introduction: - Human resources management, the management of people in organizations

- 80% of problems at work will involve people not systems, not financial projections – learn how to deal

with people issues

- Managers, coaches, volunteers or parents need HR knowledge

Module One: Why Study Human Resources Management - In simple terms, Human Resource Management is the management of human resources that is people in

an organization

- In formal terms, Human Resource Management is a set of interrelated policies, practise and programs,

the goal of which is to attract, socialize, motivate, maintain, and retain an organization’s employee.

- HR specialist helps supervisors and managers, directly and indirectly

- HR helps managers to only focus on strategic managing as HR specialist deals with other things such as

recruitment, compensation, benefits etc.

- Competitive advantage is made through people. The selection of employees is quite important, hiring

the right people

- HR practise can save costs, manage turnover and absenteeism

- HR practices can also make more productive employees, doing things faster, better or cheaper with the

same amount of employees - key hr functions, selection, hr planning, compensation, performance

appraisal, training – all of which can be used to increase employment motivation and productivity

- The most pressing competitive issues facing firms:

1. Going global

2. Embracing new technology

3. Managing change

4. Managing talent or human capital

5. Responding to the market

6. Containing costs

Module Two: Competing, Recruiting and Staffing Globally - Canadian companies are being encouraged to produce more goods for export, Canadian dollar began to

climb, and after a decade Canadian manufacturers have to find other ways to compete instead of just

finding ways to being the lowest cost producers.

- U.S.A. and Mexico have a direct link to Canada; 70%-85% Canadian jobs are affected by international

competition

- Globalization – The trend towards opening up foreign markets to the international trade and investment.

- Trade agreements that impact Canada: NAFTA, EU, APEC, WTO

- Corporate Social Responsibility

Module Three: Embracing New Technology - Knowledge workers – planning, decision making, and problem solving.

- More of a service society – work with your brain instead of focusing on physical labour –

manufacture. Screwing bolt into car, and knowing how to program a robot to do that task for you

- HRIS – Human Resources Information System – a computerized system that provides current and

accurate data for purposes of control and decision making.

- Manage recruitment, payroll and benefits, absenteeism and even guide managers on how to do

performance appraisals

- Benefits:

- Store and retrieve of large quantities of data

- Combine ad reconfigure data to create new information

- Institutionalization of organizational knowledge

- Easier communications

- Lower administrative costs, increased productivity and response times.

Module Four: Managing Change - Reactive change – a change that occurs after external forces have already affected performance

- Proactive change – tries to predict the future needs of their consumers and modify the product line

accordingly

- Managing change through HR – formal change management programs help to keep employees focused

on the success of the business

- Re-engineering or outsourcing, are examples of the changes

- Why change efforts fail – look at slide!!!

Module Five: Managing Talent or Human Capital - Human capital – knowledge and skills that your company values, you can walk out of your company

any day and enter the competition company with the newly gained knowledge with you.

- Creation of Knowledge - some companies hire the best business students

- Utilization of knowledge – not using the human capital they have – under-utilized skills of immigrants

- Application of knowledge –

Module Six: Responding to the Market - HRM systems can help make products and services better, faster and cheaper

- TQM – set of principles and practices to understand customer needs, doing things right the first

time and striving for continuous improvement, changing employee motivation, corporate

culture and employee training

- Six Sigma – a process used to translate customer needs into a set of optimal tasks that are

performed in concert with one another – used to decrease defects, improve cycle time and

increase customer satisfaction,

- A rigorous problem solving model that use statistics to achieve these goals,

- Sigma means deviation from a standard

- Reengineering and HRM – sitting down and rethinking how everything is done, try to imagine

how we could reengineer our university, to achieve dramatic improvements in cost, quality,

service, and speed.

Module Seven: Containing Costs - Downsizing – the plant elimination of jobs

- Outsourcing

- Employee leasing

- Productivity enhancement

Question: Why do companies cut jobs?

A) Only to save money

B) Only to focus on the core business

C) To save money and focus on core business

- To save money and get rid of divisions that is no longer a part of the strategic direction of the

organization, even if they are profitable.

- Some companies may get rid of a division while investing in another division, creating new jobs at the

same time, ex. CIBC got rid of its insurance division as it wanted to focus on banking

- Many hidden costs of layoffs – look at slides for a list!

- No lay-off policy in organizations have benefits as well – look at slides for a list!

- Outsourcing – employees lose their jobs but companies can get the same services at lower costs so it

results in cost savings – process of contracting outside the organization for what was formally done by

internal employees, Ex. cafeteria and office cleaning, as well as payroll and training

- Off shoring – sending work formally done by Canadian employees to other countries, any job that can

be done electronically and repetitively are at risk. Ex. Legal work – ex. Indians can speak English and

understand the British Law System. Also off shoring is commonly seen in call centres.

- Employee Leasing – The process of dismissing employees who are then hired by a leasing company

(which handles all HR-related activities) and contracting with that company to lease back the employees.

Productivity Enhancements

- Performance is a function of motivation, environment and ability

- Much of this course deals with recruiting and selecting people with the right ability or training them for

increased abilities and then creating an environment in which they are motivated to achieve.

Module Eight: Demographic and Employee Concerns - Demographics are important to HR managers because the nature of the Canadian population directly

impacts the nature of the labour pool, for which employers select employees.

- Diversity of backgrounds – 3.5 million immigrants arrived in the last 15 years, 70% of labour force

growth,

- Countries include: China, India, Philippines, and Pakistan

- Maybe in the future the large section of whites will become smaller

- Organizations are interested in recruiting from this diverse labour pool because they want the faces of

their employees to reflect the faces of their customers – companies are embracing diversity for business

reasons

- Age distribution of employees – younger workers are dropping for retail, hospitality, and restaurant jobs

- Hire a lot of young people to do entry level jobs at minimum wage. Older workers have lower

absenteeism, and lower accident rates, higher job satisfaction scores

- Gender distribution of the workforce – women are 43% of the workforce, develops the importance of

work and family issues – results in work sharing telecommuting, assisting child & elder care, part-time

employment and family leaves.

- Rising levels of education – education can increase income that you can earn, elder people lacking

literacy and numeracy skills as well as technological skills are finding difficulties with jobs in society.

Do you have the right to a job?

- Employers can no longer guarantee a job for a life even for outstanding performers. There is no legal

obligation for them to employ you for a long time.

Module Nine: Qualities of Human Resources Managers

Responsibilities: - HR managers are responsible for advising and counselling, can avoid costly mistakes, managers do not

encounter this task, HR managers do.

- HR professionals write recruiting advertisements, pre-screening candidates, scheduling interviews and

designing and giving training courses. Also make surveys to learn about job satisfaction.

Competencies:

- Business mastery – understand business; accounting, finance, where the organization is going and what

human assets it needs to get there

- HR mastery- competent in training, labour relations, compensation, benefits and selection

- Change mastery – knows how to implement a program – know shock and side effects are devastating

when removing a division from an organization

- Personal credibility – develop credibility, trust and respect by providing high quality services and being

fair

HR as a Profession:

- Membership in a Professional Organization – Association for HR Professionals

- Certification – has education and training in the field, tested to see if students have the knowledge for

the position. Go to: the Canadian Counsel of Human Resources Association website and then click on

PARC (Professional Assessment Resource Centre) – shows how to prepare for the exam then become

CHRP (Certified Human Resource Professional)

- Code of Ethics – public has to know they can trust the professional, trained in certain standards and

follow a code of ethics

- Professional Development – keep up with recent development and laws in the field

The role of the line manager:

– Employee performance rests with the supervisor

- Line managers makes the final selection decisions, recommends the appropriate training programs, does

the performance appraisal, and recommends salary increases

Lecture 2 - Strategy and Human Resources Planning 2012-09-13

Module One: Strategic Planning and Human Resources

- HR professionals can become more strategic as HR relies more on outsourcing and technology to do

basic routines.

What is strategy?

- Strategy is a game plan that will help achieve your objectives

- Strategy is the formulation of an organization’s mission, goals and objectives as well as the action plans

to execute that strategy.

- Strategic planning is the process that we use to make decisions of the organizations long term goals and

strategies. “what business are we in?”

- Human Resources Planning (HRP)

* is planning for future workforce needs formally it is the process of anticipating and making the

provisions for the movement (flow) of people into, within, and out of an organization.

- Strategic Human Resources Management (SHRM)

* Deals with the question, “How can HR planning and strategy in an organization be aligned with

the business strategy of a firm to gain a sustainable competitive advantage and to execute its business

strategy by making sure that it has the right people, for the right jobs, at the right time.

* is concerned with how employees are deployed to help an organization reach its goals

(SHRM) – Three steps:

- Strategic analysis – what human resources are needs and what are available?

- Strategic formulation – what is required and necessary in support of human resources?

- Strategic implementation – how will the human resources be allocated?

Relationship between strategic planning and human resources planning:

Majority of organization are similar and has goals, objectives and admission

Main Purpose: maximize profits or returns for shareholders

Mission: The basic purpose of the organization as well as its scope of operations. The reasons for being.

Strategic Vision: A statement about where the company is going and what it can become in the suture;

clarifies the long-term direction of the company and its strategic intent. Usually includes a long term goal

and always a future state.

Core values: The strong and enduring beliefs and principles that the company uses as a foundation for its

decisions. The basic beliefs that guide individual and group behaviours in organizations.

Module Two: Step Two: Environmental Scanning

Six trends that have the greatest impact on human resources:

1) Economic factors – weak Canadian dollar and U.S. dollar, interest dollars

2) Competitive trends – new innovations

3) Technological changes – digital conversions, HR with strong technological skills are ideal

4) Political and legislative issues – need legislative rights to temporary workers to avoid lawsuits

5) Social concerns – rewards, child care

6) Demographic trends – age, race, literacy

Five Forces Framework:

Customers – They have preferences and

needs

Substitutes – Ebay vs. The Bay, buy online,

email replacing fax machine

Suppliers – Ability to become competitors

New Entrants – Wal-Mart vs. The Bay

Module Three: Step Three: Internal Analysis

Concerned with the organizational culture

because it impacts motivation and productivity,

the employees’ competencies and the

composition of the workforce

Cultural Audits – the way employees feel about

the organization will influence how much effort

they put into their jobs. Large corporations

conduct surveys to find out how employees feel

about their position. (Cultural audits)

Core Competencies: The key to competing successfully is to understand what your organization

is really good at. What are the integrated skills and knowledge sets in the org that offer value to

the customer and make it different to its competitors. Ex. Excellent customer services, new

product R&D, and market research

Characteristics of core competencies:

- Valuable – excellent customer service is valuable to many

- Are rare and unavailable to competitors

- Are difficult to imitate

- Are organized for synergy

Human Capital Architecture:

Strategic Knowledge Workers – employees who are critical to the achievement of the company

strategy or business plan

Core employees – valuable employees in a company who are doing important jobs, but are not

unique, and therefore can be easily replaced.

Supporting Labour – this group of employees are not critical to the organization’s objectives,

are easily found in the outside labour market, and are hired increasingly through an external

service provider. Most large organizations would outsource, janitorial or cafeteria services

Alliance or Partners – group of employees, not core to the company’s strategy and capable of

providing a service to many employers. Ex. Banks may partner up with insurance companies to

provide benefits to their employees.

Module Four: Forecasting: A Critical Element of Planning

Forecasting involves:

- Forecasting the demand for labour.

- Forecasting the supply of labour.

- Balancing supply and demand considerations.

In organizations, the most expensive resource is their people, processing information rather than

producing things, control these costs and plan how many people are needed to complete the job.

Too many employees – some will remain idle and less productive, costing organization money

Too little employees – some business and clients may be lost as the service is slow and

satisfactory

Forecasting a Firm’s Demand for Employees:

Quantitative Methods – use mathematical or statistical techniques

Qualitative Methods – use fewer statistics and more managerial judgement

Trend Analysis – Forecasting labour demand based on an organizational index such as sales

Many more factors not just sales are used, interest rates, economic growth or technology to

human ratio to provide better forecast.

Qualitative approaches – tends to look at the people involve, not just numbers. It is a non-

statistical way of forecasting which attempts to anticipate the staffing requirements.

Ways:

- Management Forecasts – The opinions or judgements of supervisors, department managers,

experts, or others knowledgeable about the organization’s future employment needs. Simply put,

we ask the mangers to predict the amount of people and the kinds of skills we think they would

need to accomplish the business unit objectives.

- Delphi Technique – an attempt to decrease the subjectivity of forecasts by soliciting and

summarizing the judgements of a preselected group of individuals.

– The final forecast represents a composite group judgement

- A group of knowledgeable individuals (such as managers) try to predict the impact of certain

changes

Forecasting Internal Labour Supply:

- Staffing Tables:

Pictorial representations of all organizational jobs along with the numbers of employees

currently occupying those jobs and future employment requirement.

- Markov Analysis:

A method for tracking the pattern of employee movements through various jobs. As a way to

chart the flow data of employees as they move in jobs throughout the organization.

- Skill Inventories: These are employee files listing their education, experience, interests, and

skills. Can determine how many people in the organization speak a certain language, or how

many are willing to relocate, or have the requisite education or training.

- Replacement Charts:

Listings of current jobholders and persons who are potential replacements if an opening occurs.

- Succession Planning:

The process to ensure the availability of trained and skilled leaders to meet the strategic

objectives of the firm at the right time.

Human Capital Readiness: Gap Analysis

The process of evaluating the availability of critical talent in t he company and comparing it to

the form’s strategy.

Module Five: Step Four: Formulating Strategy

Strategy Formulation: moving from simple analsis to devising coherent course of action.

SWOT Analysis: comparison of strength, weaknesses, opportunities and threats.

Corporate strategy: asks the question, “Should we be in a business? What business should we

be in?

Growth and Diversification: Adding more stores or placing stores in city that does not

have that type of business, add new product lines etc.

Mergers and Acquisitions: Merge companies to make strength

Strategic Alliances and Joint Ventures: Work with their supplier to make its own brand

Buisness Strategy: asks the question, “How should we compete?”

Low-cost Strategy: Keeping costs low to offer an attractive price to customers

(relative to competitors)

Differentiation Strategy: Involves providing something unique and distinctive to

customers that they value.

Functional Strategy: Ensuring Alignment

External Fit (or External Alignment):

Strong connection between the organization’s goals and the ability of the employees to achieve

them.

Internal Fit (or Internal Alignment):

Aligning HR practices with one another to establish a configuration that is mutually reinforcing.

The HR policies must be compatible.

Module Six: Step Five Strategy Implementation

Human resources management is critical to every aspect of strategy implementation.

Downsizing: 80% of Canadian companies are restructuring, most of the time this means

reducing the number of workers

Restructuring: any major change that occurs within an organization that may be the result of

acquisitions, retrenchments, mergers, leverage buyouts, divestitures, plant closures or relocations

and bankruptcies

Layoff Strategies:

- Collective Agreements

- Last hired, first fired

- By units

- Seniority

- Least competent

Workforce Reduction Options:

- Reduce hours

- Eliminate shifts – get rid of midnight shift

- Transfers – to sister companies

- Attrition – natural departure of employees through quits, retirements and deaths

-Hiring Freeze – departing employees are not replaced

Termination strategies: is dismissing, separating an employee from the employing organization

permanently. Different from firing. Separation in order to reduce the workforce to save money.

Severance Pay: A lump sum payment given to terminated employees. Avg. Is 1 weeks

pay for every year of employment. Sometimes they will receive benefits for an additional

year.

Outplacement Services: Make it easy for employers to turn the career transitions of

exiting employees into a smooth process.

Effectiveness of Restructuring:

* Financial measures – expenses reduced, profits should go up, employees less

productive though.

* Climate - surviving employees are more narrow-minded, and risk adverse, they are

afraid of losing their position too.

* Public image – termination on a mass scale is not advised.

Labour Shortages:

- Hiring full-time

- Working overtime

- Hiring part time – do not receive benefits, but are not loyal workers

- Temporary staffing agencies

Module Seven: Step Six: Evaluation and Assessment

Benchmarking: The process of comparing the organization’s processes and practices with those

of other companies. This means measuring your practices against the recognized leader of the

area for the purpose of improving your practices.

Beside these ratios, organizations want to measure how well they did against their key goals.

Some companies are using the Balanced Scorecard (BSC) and with this they measure against

financial targets, customer market share, retention and satisfaction scores, process scores (depend

on products being sold, and people or HR scores (including employee satisfaction and retention)

Organizational Capability: - Capacity of the organization to act and change in pursuit of sustainable competitive advantage.

2 ways to be flexible:

* Coordination Flexibility - the ability to allocate resources quickly to meet new needs

* Resource Flexibility – employees have many skills or can learn new skills quickly

Assessing the HR Function

- Compliance – laws that govern the relationship between employees and management. Fined or

bad publicity if laws are broken.

- Client Satisfaction – HR respond to manager and employees, the more satisfied the client, the

better the workforce

- Culture Management – large organizations make programs such as empowerment or leadership

training. They are attempting to influence the way employees feel about their work and hopefully

become more productive

- Cost Control – control expenses by cutting workforce or reducing absenteeism

- Contribution - HR results in a more productive workforce and higher profits

Lecture 3 – Equity and Diversity In Human Resources Management

2012-09-13

Module 1

Employment Equity: (in the context of work) the employment of individuals in a fair and non-

biased manner, impartiality

Legal meaning = justice based on concepts of fairness and ethics.

Canadian workforce is changing rapidly, immigration patterns, more women and aging

workforce, are indicators that employers have a highly diverse workforce.

Women, visible minorities, and disabled persons make up over 60% of Canada’s workforce.

Visible minority – inaccurate in global terms

Designated groups – underrepresented in the workforce – women, visible minority, disabled and

aboriginals

- these groups have many disadvantages in employment

* higher rates of unemployment

* occupational segregation –clusters of races, gender for certain occupations

* pay inequities – women gain 70% of men’s income

*limited opportunities – 20% of upper management positions – women

Benefits of employment equity

Larger applicant pool

Avoiding costly human rights complaints

Enhanced ability to recruit and retain

Enhanced employee morale – sometimes the employee that is violated does not have a

choice to leave, instead their employee productivity is low, and is at minimum

Improved corporate image

Module 2:

The legal framework – employers don’t always do the right things that is why we need the help

of these frameworks

The Charter of Rights and Freedoms – guarantee some fundamental rights to all

Canadians, mobility, equality rights

Canadian Human Rights Act – guarantees the absence of discrimination in the workforce

Stereotype – characteristics seen in a group of people with similarities

Emotional - women

Permitted behaviour – hr, nursing, teaching, pr – women – stereotype that falls into occupation

Bona Fide Occupational Qualification

A justifiable reason for discrimination based on business reasons of safety or

effectiveness.

Legal to discriminate, mandatory age restrictions for bus drivers and air pilots for safety

reasons.

Enforcement of the Canadian Human Rights Act

Complainant completes a written report

A CHRA representative reviews the facts

If the complaint is accepted, an investigator is assigned and gathers more facts

A report is submitted recommending substantiation or non-substantiation of the

allegation.

If the complaint is substantiated, parties may reach settlement or a human rights tribunal

may be appointed to further investigate and determine settlement.

Module 3: Pay Equity

Equal pay for work of equal value

Men and women, blacks and whites, disabled and not disabled etc. Doing the

same jobs should get the same pay.

Equal pay for work of comparable worth

Sometimes the similar work is labeled different (history researcher (male) and

librarian researcher (female) – female received less

Nurses vs. electrician pay needs to be considered by hr specialist

Janitor paid more than secretary, required less skills and school. Male job

acquired higher value than women jobs

Kindergarten teachers paid less than parking attendants? – can’t compare

objectively

Pink ghetto jobs – women workers being underpaid for their work, government

settlement

Module 4 – employment equity act – more than 100 employees, regulated under the Canada

labour code must implement employment equity act. To ensure the four designated groups are

not denied work opportunities. Administered by HR Government, failure to comply may result

in fines.

Employment equity plan – Even contractors, can fill out a form and state they are part of the

designated groups, company set targets to achieve a higher rate of profit. This also tells the

company the percentage of visible minorities

Employer duties

Develop an employment equity plan aimed at promoting an equitable workforce.

Make all reasonable attempt to implement this plan.

Monitor, review and revise its plan from time to time.

Prepare an annual report on its employment equity data and activities.

Module 5: Implementation of employment equity in organizations

1. Senior management commitment

Commitment, crucial for successful implementation

Key and strong manager for the program, power and credibility

Goals and reasons why the program exists, so employees can give suggestion for

the change program

2. Data collection and analysis

Stock data – static – picture of the organization as of today, number, titles.

Salaries of members of designated groups in the organization

Flow data – the distribution of members of designated groups in applications,

interviews, hiring decisions, training and promotion opportunities and

terminations.

3. Employment systems review – reasonable accommodation for employees

4. Establishment of a work plan – prepare numerical goals with timeframe

5. Implementation – no two plans can be the same, may be modified as circumstances

change

6. Evaluation, monitoring and revision – annual progress reports, reports on special projects

Module 6: Sexual Harassment

Power to intimidate or demand sexual favours from female employees.

Sexually degrading remarks

Inquiries or comments about a person’s sex life

Sexual flirtations, advances and propositions

Demands for sexual favours

Verbal threats and abuse

Leering

Unwanted gestures

Display of sexually offensive material

Sexual assault

Investigate sexual complaints!

Module 7: Diversity Management

Managing the wide productivity of different groups of employees in order to achieve advantage.

Differs from employment equity, is the optimization of an organizations multicultural workforce

in order to reach business objectives.

Why diversity?

Better utilization of talent

Diverse expertise and knowledge

Quality of team problem solving

Increased marketplace understanding

Business case

Lecture 4

Module 1: what is a job

A job is a group of related activities and duties, grouped to accomplish a task, goal, objective.

Grouped tasks, answering phone, scheduling and being receptionist

Position – different duties and responsibility associated with a single employee, many summer

counsellors are required, any number of identical positions is 1 job

Job family – receptionist, clerical clerk – administrative clerks

Job Requirements

Job Specification – statement of the needed knowledge, skills, abilities – need in the job (KSAs)

Job description – statement of tasks, duties, and responsibilities – of a job to be performed

(TDRs)

Module 2: Job Analysis

NOC – national occupational classification – job descriptions

PAQ- questionnaire for (position analysis questionnaire)

Critical Analysis Method – job behaviours leading to job success

Competency – based analysis – identify key competencies to organizational success

Task Inventory Analysis – custom made for organizations, identify essential duties of their jobs

HRIS and Job Analysis – specialized software help automate job analysis

Module 3: job descriptions

Job title, job identification, essential functions (duties), job specification

Job title – contain a lot of info, status power, level (junior and senior),

Job Identification – department

Essential Function – summary section – brief statement of what the job entails (teaching and

research)

Job Specification – skills needed to do the job – education, ability, walking, talking, lifting,

standing for long periods

- problems of job analysis: legal issues

Problems with Job Descriptions

1. If poorly written, they provide little guidance to the jobholder.

2. They are not always updated as job duties or specifications change.

3. They may violate the law by containing specifications not related to job success.

4. They can limit the scope of activities of the job holder, reducing organizational

flexibility.

Should be hiring people based on ability to learn, grow, handle changing demands, and pick up

new skills rapidly.

Writing clear and specific job descriptions

Module 4:

Job Design: the design of every job concerns technological and human considerations

1. Consideration for the organizational objectives that the job must support

2. Industrial engineering consideration, make more efficient

3. Ergonomics to make the job safer and more comfortable

4. Increase more motivation for employees

Job Enrichment (Herzberg)

Job enlargement – horizontal loading of jobs, increase the number and variety of jobs to the

jobholder, secretary who normally just types, may now answer the phone and draft written

reports where she must learn more skills

Module 5: Job Characteristics Model

(Hackman and Oldham)

Three psychological states that result in improved work performance, internal motivation, and

lower absenteeism and turnover.

1. Skill variety

2. Task identity

3. Task significance

4. Autonomy

5. Feedback

Employee Empowerment employees are empowered – can make decisions affecting their work

area, accept a return without manager signature

1. participation – employees must be motivated

2. innovation – new ways to do things

3. access to info of manager – technology helps

4. accountability – empowerment will have limits

5. cultural openness to change

Industrial engineering – job analyzed from beginning to end, how much time to finish a task, this

is to make an employee to be more productive during the job.

Ergonomics – an interdisciplinary approach to designing equipment and systems that can be

easily and efficiently used by human beings - it is a way to improve employee comfort and safety

at work, reduce turnover

Designing work for group contributions:

Employee Involvement Groups (EIs)

o Meet together on a regular base to identify, analyze and suggest any problems

Employee Teams – accept additional responsibility for handling some managerial roles,

employee contributions

Module 7: flexible work schedules

Compressed workweek

4 day, forty hours, Monday through Thursday

Benefits, absenteeism, commuting is reduced, family time is increased, recruitment improves,

more are attracted to this idea

Disadvantages – overtime payments in certain provinces

Flextime – choosing daily starting and leaving time – if they work certain hours every week –

can schedule hours depending on their needs, good for working parents work and life balance –

helps productivity and quality of work

Job sharing – two part-time employees perform a job that otherwise would be held as one full-

time job

Telecommuting – work at home, 25% work at home in America, 10% in Canada – save time,

happier job life and family life, absenteeism is reduced, employee or employer may need to

invest in equipment

Lecture 5

Module 1: recruiting talent externally

Entry level jobs, recruit outside the organization

Organization wants to bring in new blood and must locate the right person

Tight market: high employment, few available workers

Loose market: low employment, many available workers

Advantages of external recruitment

- ability to find specialized skills

- new ideas, new methods

Yield ratios – percentage of applicants from a recruitment source that make it to the next stage of

the selection process

Cost of recruitment ( per employee hired)

Team members sometimes add to the recruitment team

Realistic job preview – desirable and undesirable, attract potential employees, exaggerate

positive sides and not negative sides, should be real

Module 2:

Recruit talent internally (promotion from within) – no need for training costs, motivate other

employees (want promotions as well), cheaper to hire internally then recruiting someone

externally and paying them a premium to leave their current job.

Limits on recruiting within:

Lack knowledge, or the right personality to take on the new position

Module 3: methods for identifying qualified candidate – best be done by HR department

- Job posting and bidding – advertisement on website, hr office, billboard etc.

- Performance appraisal – process done by supervisor to tell employees how well they’re doing

their job, strengths, weaknesses and potential for promotion or transfer

* 9 box grid – talent of employes that employers can see

- inventory management talent – assessment centre, computer makes this even more realistc

Job search – from friends and relatives – make less money, they more intense the job search, the

more content with the jobs

- maximize – more money, or more

- Satisfier – get one job offer and stop searching

- validators – get an offer and search for another and accept the favoured one

Module 4:

The goal: matching individual and organizational needs

Individual

The more the organizational commits to the employee the more the employee commits to the

organization – make personal sacrifices, perform well, and no desire to leave organization for

personal gain.

Career development form individuals view

Responsible for their own lives and carrers

Cannot depend on the organization for the career for life

Planning for career is not static, it is dynamic

Understand their own needs and goals

The orgo’s role: is to establish a favourable context, manage training, development

Hr advises promotion and transfer

Balancing individual and organizational needs – personal and professional

Module 5:

Identifying career opportunities and requirements

Competency analysis:

Recruiters perspective, know how to advertise, this narrow scope of info eans you can move

ladderly or write more ads, should have know-hows problem solving, and accountability

Job progressions – hierarchy – jr to sr. Understand culture of orgo and climb up the ladder

Career paths – series of jobs progressing in levels of responsibility

Promotion

Demotion – emotional, negatively affects work

Transfer – placement of an employee in another job, responsibility close to the previous job, may

be moved to another branch

Relocation services – help employee to move, sell a house and adapt new location

Outplacement services

Boundaries career – worked at one company for life

Free agent - We as student probably will work for many companies

Career Plateau - stalling on the ladder of job success, no skills or interest to move to the nest step

Types of career plateau:

Structural plateau: end of advancement

Content plateau: lack of challenge

Life Plateau: crisis of personal identity

Mentors – executives who coach, advise and encourage individuals of lesser rank.

Module 6: developing a diverse talent pool

The recruitment and development of women

-the glass ceiling – invisible barrier from one to advance, senior managers are often male and

often choose males to advance, trust after drinking after work or playing hockey together.

e-mentoring for advancement is a way

increase visible minorities

recruitment of older people, part-time, seasonal, much knowledge and skills attained over years

Module7: personal career development (appendix)

Do you choose your career or does the carer choose you?

Find your interests, after 21 your interest will most likely become your career

Plan for retirement early, at 20 will be richer than if start to plan for retirement at 40.

Lecture 6: matching people and job

Productivity is influenced with selection

Person-job fit – personality (happy people who value helping others)

Module 1:

Reliability – like using two thermometers and get 2 results, question some more

Valid and invalid test

Moudule2:

Weighted application blank – application form for work

Online applications, larger pool of candidates

Polygraph tests – lie detector

Module3: employment tests – to make sure they hire the best candidate

Cognitive – general intelligence, reasoning, verbal ability – measure intelligence

Personality tests – extravert, dependable, show interpersonal traits

Interest tests – what you life, how do you like being an actor, like, dislike, or ... many questions

as such

Medical exam – done after candidate is hired

Drug tests not allowed

Pre-employment drug testing

Pre-employment alcohol testing

Random drug testing

Random alcohol testing