Chapter 15 Human Resources Management pp. 255-267.

Chapter 15Human Resources Management pp. 255-267

Ch15 - Human Resources Management Slide 2

Learning ObjectivesLearning Objectives1.1. Describe how a company attracts and Describe how a company attracts and

rewards good employeesrewards good employees.2.2. Explain what a human resources manager Explain what a human resources manager

should consider about a job applicantshould consider about a job applicant.3.3. Define human resources managementDefine human resources management.

Why It’s ImportantWhy It’s ImportantTo get the most out of its workforce, a business has to find the right employees, properly train them, and evaluate their performances.


HUMAN RESOURCE MGMTHUMAN RESOURCE MGMT

• Human resources management - the process of finding, selecting, training, and evaluating employees

•A business’s human resource is the people who work for it

• Employees provide the skills, knowledge, labor, and experience to make business productive


Job Description Job Description

• detailed outline of the duties, qualifications, and conditions required to do a specific job

• Compensation is how much the job pays and the benefits offered


This job description lists the duties and

responsibilities of a records

assistant.

What qualifications must a person have for this

position?


Employee Benefits Employee Benefits • Pay attention to the health care, retirement benefits, and specific needs of your family

3 main types of retirement plans are:Pension: employer funds part of retirementProfit-sharing: employer contributes to your plan401k: part of your check set aside for retirement employers often MATCH % of your plan


Job Recruitment Job Recruitment

Recruitment - actively looking for qualified people to fill a job

Place ads in newspapers, magazines, at schools, or on the Internet

Employment agencies, employees’ recommendations, or conventions are also ways to find qualified people


The Selection Process The Selection Process 4 four steps to selecting the right candidate(Job application, Interview, Testing, References)

- Your task to convince an employer that you can do everything in the job description well

- Human resources managers want employees who can communicate well both in writing and verbally


The Selection Process The Selection Process Most companies will give little tests

throughout their interview with applicants

- A company will run a background check to verify certain information about you

- A reference is someone who comments on a job applicant’s character and qualification for a job


The Selection Process The Selection Process - Employees must know how to do

business in other countries

- You may find knowledge you have about other countries to be a selling point for you someday (2nd language, experiences)


HOMEWORK

• Rd. Pgs. 261-265

• Questions 1-3 on Pg. 265


Learning ObjectivesLearning Objectives1.1. Name Name ways employees are oriented,

trained, and evaluated.2.2. ListList the ways an employee’s status might

be changed.

Why It’s ImportantWhy It’s ImportantTo get the most out of its workforce, a business has to find the right employees, properly train them, and evaluate their performances.


Graphic OrganizerThe Staffing ProcessThe Staffing ProcessJob AnalysisJob Analysis

ForecastingForecasting

RecruitmentRecruitment

ScreeningScreening

SelectionSelection

OrientationOrientation


HUMAN RESOURCES MGMT HUMAN RESOURCES MGMT To develop employees: need to be oriented, trained, and evaluated

Orientation - process of helping new employees adjust to a company

Includes:Meeting other employees, Group orientation session, Receiving employee manual, Reading company’s code of ethics


Training and EvaluatingTraining and Evaluating

On-the-job (OTB) training - learning a new job by actually doing it; under guidance of supervisor

Group training - learning a new task/skill with group of other employees

Performance appraisal - evaluation of how well an employee is performing

- used to determine if an employee should get a raise, promotion, or new training


PromotionPromotion• move to a higher-level job with more authority, responsibility, and pay

• important to consider how employee will adapt to a new job

The Peter Principle - it’s possible for employees to be promoted until they reach a level at which they can no longer perform


TransferTransfer• A transfer is a move to another job within a company at the same level and pay

• usually transferred because the company moves or opens a new office


SeparationSeparation• leaving a company for any reason• Voluntary separation - when employee resigns• Involuntary separations – layoff & terminations

• A company that is losing $$ may need to downsize reduce the number of employees

Layoffs are often temporary and an employee may be brought back if conditions improve


SeparationSeparation• If a layoff is permanent, a company might help employees find new jobs

An employee can be fired, or terminated, for: - being late all the time, - doing a poor job, or - breaking company rules• When training, counseling, and disciplinary action fail, termination is necessary• Termination wastes company resources & the time invested in hiring and training an individual


HOMEWORK

• Pg. 266

• Questions 2-6


1. Would you try to hire a woman because women were discriminated against until fairly recently?

A: It is ILLEGAL to discriminate or make a hiring decision on the basis of many factors including gender, race, sexual orientation (gay or straight) and age

Making an Ethical Decision


2. Would you try to hire a man at a law firm because today fewer men are being trained as lawyers?

A: (same as #1) It is ILLEGAL to discriminate or make a

hiring decision on the basis of many factors including gender, race, sexual orientation (gay or straight) and age



3. Would you ignore gender as an issue in hiring?

A: To uphold the law, hire the person BEST QUALIFIED for the position.


Chapter 15Human Resources Management

Chapter 15 Human Resources Management pp. 255-267.

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Transcript of Chapter 15 Human Resources Management pp. 255-267.