HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an...
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Transcript of HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an...
HUMAN RESOURCES
DEFINED
Activities managers perform to plan for, attract, develop, and retain an effective workforce.
Starts with mission and vision grand strategy strategic plans plan resources recruit and select orient, train and develop perform appraisals
Get optimum work performance to achieve mission and vision
STAFFING
The determination of the number and level of personnel needed to perform the duties required to meet the objectives of the organization
Type of operation Goals and objectives Plan how to meet objectives
DETERMINE STAFFING
First step before hiring Based on number of patients Based on number of positions Based on labor minutes per meal or
meals/minute Based on work activity Staffing tables
JOB ANALYSIS
Detailed study of job Determine tasks and responsibilities Who does employee report to What are the essential, specific, and routine
tasks and responsibilities What are the ongoing tasks What other employees does person
communicate with in order to complete tasks What position will person supervise
JOB ANALYSIS
Translated into behavioral objectives and put into job description
An objective must state clearly what is to be completed, how the task is to be completed, and a standard against which the task will be measured-
directly measurable and observable
JOB DESCRIPTIONS
Job descriptions contain broad categories and actually tell very little about the job being performed
Job title – status and level in organization Job summary or identification – to whom the
person reports, department information Job objectives or duties – include performance
standards Job specification-minimum requirements
SCHEDULING
Organized procedure for ensuring staff utilization
Hours per day Number of days per week Time of work day Full time equivalents Gives times and tasks
RECRUITMENTSCREENING
DEFINED
Locate and attract qualified applicants
FEDERAL LAWS
1963 Equal Pay Act 1964 Title VII Civil Rights Act 1967 Age Discrimination in Employment 1978 Pregnancy Discrimination 1986 Immigration Reform and Control
Act 1990 Americans with Disabilities Act 1993 Family Medical Leave 1996 HIPAA
SCREEN
To eliminate unqualified, under qualified, overqualified applicants
Review applications and resumes prior to interview
Interviews with walk-ins not usually effective
INTERNAL/EXTERNAL RECRUITMENT
Comply with equal opportunity laws Advertise in public media Federal civil rights laws Internal-company bulletin boards,
newsletters, etc External-newspapers, internet
SAMPLE ADVERTISING
PRE-EMPLOYMENT TESTING
Legally considered to consist of any procedure used in the employment selection decision process
Depends on position which tests required Ability tests, performance tests,
personality tests Must be standard for all positions Must make potential employee aware Applies to drug screening process – initial
or periodic
INTERVIEWING
OPEN ENDED QUESTIONS
Gaps in employment or education Many different jobs in short period of
time Areas left blank Asking not to contact former employer
SETTING
Privacy Uninterrupted
CONDUCTING INTERVIEW
Determine goal of interview Be prepared Tell about operation and position Candidate asks questions Discuss things overlooked Be a good listener
AFTER THE INTERVIEW
Check references Make selection Send letters
ORIENTATION
ADVANTAGES
Most important-positive impression about you, your operation, new co-workers
After orientation should know what is required for the job, know the organization’s mission and operations, know work rules and benefits
Most obvious benefit – reduction in turnover = savings in time and money
Improves morale and motivation
PROJECT IMAGE
Commitment to customers Negative attitude of others Answer questions Work areas well organized, clean and well-
stocked Others follow procedures Prepare orientation items Show new employee around
AVOID
Overloading with paperwork Overloading with administrative details “Sink or swim” orientation
TRAINING
BENEFITS
Give knowledge, skills, and confidence to do job betterless breakage, higher customer satisfaction
Have information to contribute own ideascost cutting suggestions
Increased profits with increased customer satisfaction Reduction in safety hazards Increased motivation Reduces conflicts between employee and management Constant assessment makes managers aware of development
and progress of each employee Well-trained staff reflects well on you
BEFORE TRAINING
ASSESS what skills and knowledge they have; what skills and knowledge they need
Identify by observation, interviews, group discussions, internal data
Prioritize is task performed regularly is task critical to employee and customer
safety is performing task critical to performing well in
organization is task not performed due to lack of knowledge
or skill
ON-THE-JOB TRAINING
Advantages Demonstrate skills Monitor progress Skills implemented immediately Disadvantage - Pass along employee
inefficiency Methods Self-administered training Role play/simulation Cross training and job rotation
GUIDELINES
Tell employee what to do and how to do it
Show employee what to do and how to do it
Let the employee show you how the task is done – they repeat the instructions
Review the performance
REASONS TO TRAIN
Skills – technical, human, or conceptual Knowledge – facts and procedures Attitudes – instill positive attitude
DEVELOPMENT
Upgrading skills of professionals and managers
Training is usually upgrading skills of technical and operational employees
MOTIVATION
DEFINED
Stimulation of action Employees are motivated by what is
important to them
TIME
Interviewing Orientation Training Ongoing Maslow’s hierarchy Hawthorne studies – Elton Mayo Feedback
TECHNIQUES
Communication Job enhancement Delegation of responsibility Treat employees fairly and respectfully Honesty Available Consistent Flexible Address problems and conflicts immediately Confidence in you and your leadership Involve employees in organizational goals
BENEFITS
Health care and insurance Healthy awareness programs Employee assistance programs Day-care assistance
INCENTIVES
Identify problem Create incentive program with specific
goals, length, who (include everyone), how long, resources needed
Implement by communicating all parts Monitor to see if meeting goals Recognize and reward participants Evaluate success of program
AWARD PROGRAMS
Give as soon after recognized performance as possible
Give specific reasons for receiving award
Be sure reward in meaningful Award process must be valued and
respected
MOTIVATE YOURSELF
Set and clearly define your career goals Set up incentive and reward system Write an action plan
DEMOTIVATING
Being assigned extra work with no extra benefit Abusive or abrasive behavior Inconsistent behavior Poor physical conditions Oversupervision Oversensitivity Indecisiveness Make decisions that affects employee without
consulting them
PERFORMANCE APPRAISALS
BENEFITS
Employees less anxious Employees know goals and expectations Encourage good work habits Discourage unacceptable habits Plans for future training Provide basis or information for
decisions on compensation, promotions, bonuses, etc.
Most successful when establish an action plan for employees’ future
MONITORING EMPLOYEE PERFORMANCE
Set performance standards and goals Provide standards and goals for
employee Monitor and assist goal achievement Evaluate performance Make personnel decision Communicate regularly with employee –
provide feedback
WRITTEN APPRAISAL
Character traits – humanistic, subjective, how well they conform to characteristics important to organization
Behavior – frequency with which they fulfill specific action
Financial and operational results – rate according to fulfillment of profit and cost goals
ALWAYS
Rate each goal or item separately Add additional comments to sum up
overall development Sum up how well employee has fulfilled
position Consider how realistic the goals were Consider only job-related, non-biased
factors (legally defensible)
AVOID
Rating too harshly or easily Rating according to personality traits not job-
related Over-emphasizing or under emphasizing traits Holding employee accountable for factors
beyond their control Basing evaluations on things you cannot
substantiate Halo effect
PEER REVIEW
Required by organizations such as JCAHO
Standards of performance Colleagues see different aspect of
performance.
PROBLEM PERFORMANCE
POOR PERFORMANCE
Do not understand standards Insufficient knowledge or skills Cannot or will not conform to rules, policies Experiencing personal problems Not receiving feedback on performance Skills and personality do not fit job No incentive or reward for good performance
COMMON PERSONALITY TRAITS
Constant complaining Lack of initiative Making excuses Inflexibility Lack of involvement Unwillingness to make independent decisions Unwillingness to conform Resistance to authority
RULES
Substandard job performance Chronic or excessive absenteeism or lateness Theft and damage to company property Misuse of telephone AWOL Breach of safety rules or hazardous behavior Discourteous or inappropriate language Unprofessional behavior or demeanor Failure to report work-related injuries Fighting or harassing co-workers or clients Insubordination Falsifying time cards, other documents Possessing weapons Being intoxicated, using/possessing drugs
PROGRESSIVE DISCIPLINE
ORAL WARNING WRITTEN WARNING DISCIPLINARY SUSPENSION TERMINATION
POSITIVE DISCIPLINE
ORAL REMINDER WRITTEN REMINDER DECISION-MAKING LEAVE TERMINATION
TERMINATION JUSTIFICATION
Consistent pattern of rule breaking Substandard performance All attempts by employer have been
made to help employee improve Endangering clients or co-workers Actions by manager have adhered to
policies and were applied fairly and consistently
Document all previous discussions and incidences
LEGAL SIDE OF TERMINATION
CIVIL RIGHTS ACT
Federal law – 1964 Prohibits discrimination on basis of race,
color, religion, sex, pregnancy, or national origin
Enforced by EEOC
AMERICANS WITH DISABILITIES ACT
1990 – enforced by EEOC All private and public employers with 15 or
more employees on each working day in each of 20 or more calendar weeks during current or preceding year
Prohibits discrimination against qualified individuals in hiring, pay, promotion, firing, and other areas
Reasonable accommodations in facilities and in work practice for qualified disabled persons
Hire only qualified individuals May ask what accommodations should be made
if disability is disclosed