HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an...

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HUMAN RESOURCES
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Transcript of HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an...

Page 1: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

HUMAN RESOURCES

Page 2: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

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

Page 3: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with 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

Page 4: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

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

Page 5: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.
Page 6: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.
Page 7: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

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

Page 8: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

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

Page 9: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

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

Page 10: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.
Page 11: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

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

Page 12: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.
Page 13: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

RECRUITMENTSCREENING

Page 14: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

DEFINED

Locate and attract qualified applicants

Page 15: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

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

Page 16: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

SCREEN

To eliminate unqualified, under qualified, overqualified applicants

Review applications and resumes prior to interview

Interviews with walk-ins not usually effective

Page 17: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

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

Page 18: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

SAMPLE ADVERTISING

Page 19: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

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

Page 20: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

INTERVIEWING

Page 21: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

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

Page 22: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.
Page 23: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.
Page 24: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

SETTING

Privacy Uninterrupted

Page 25: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

CONDUCTING INTERVIEW

Determine goal of interview Be prepared Tell about operation and position Candidate asks questions Discuss things overlooked Be a good listener

Page 26: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

AFTER THE INTERVIEW

Check references Make selection Send letters

Page 27: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

ORIENTATION

Page 28: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

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

Page 29: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

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

Page 30: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

AVOID

Overloading with paperwork Overloading with administrative details “Sink or swim” orientation

Page 31: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

TRAINING

Page 32: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

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

Page 33: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

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

Page 34: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

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

Page 35: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

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

Page 36: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.
Page 37: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

REASONS TO TRAIN

Skills – technical, human, or conceptual Knowledge – facts and procedures Attitudes – instill positive attitude

Page 38: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

DEVELOPMENT

Upgrading skills of professionals and managers

Training is usually upgrading skills of technical and operational employees

Page 39: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

MOTIVATION

Page 40: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

DEFINED

Stimulation of action Employees are motivated by what is

important to them

Page 41: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.
Page 42: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

TIME

Interviewing Orientation Training Ongoing Maslow’s hierarchy Hawthorne studies – Elton Mayo Feedback

Page 43: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

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

Page 44: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

BENEFITS

Health care and insurance Healthy awareness programs Employee assistance programs Day-care assistance

Page 45: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

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

Page 46: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

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

Page 47: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

MOTIVATE YOURSELF

Set and clearly define your career goals Set up incentive and reward system Write an action plan

Page 48: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

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

Page 49: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

PERFORMANCE APPRAISALS

Page 50: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.
Page 51: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

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

Page 52: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

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

Page 53: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

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

Page 54: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

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)

Page 55: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

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

Page 56: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

PEER REVIEW

Required by organizations such as JCAHO

Standards of performance Colleagues see different aspect of

performance.

Page 57: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

PROBLEM PERFORMANCE

Page 58: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

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

Page 59: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

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

Page 60: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

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

Page 61: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

PROGRESSIVE DISCIPLINE

ORAL WARNING WRITTEN WARNING DISCIPLINARY SUSPENSION TERMINATION

Page 62: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

POSITIVE DISCIPLINE

ORAL REMINDER WRITTEN REMINDER DECISION-MAKING LEAVE TERMINATION

Page 63: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

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

Page 64: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

LEGAL SIDE OF TERMINATION

Page 65: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

CIVIL RIGHTS ACT

Federal law – 1964 Prohibits discrimination on basis of race,

color, religion, sex, pregnancy, or national origin

Enforced by EEOC

Page 66: HUMAN RESOURCES DEFINED Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision.

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