Professional Documents
Culture Documents
HR Manual
HR Manual
Personnel Administration Scientific Management Human Relations movement Government regulation Human Resources movement Strategic human resource management
HRM Practices
Human Resource Planning Job analysis Recruitment and selection Compensation and benefits Training and development Performance appraisal and management
In a regulatory environment
HRM Responsibility
Company Leadership
CEO/ Executive leve Front-line management
Competitive Advantage
Cost strategy Product differentiation Link to HR practices
Judgmental Analysis
Brainstorming Delphi Technique Sales force estimates
Other- Unit-demand
HR Planning- Actions
When labor demand exceeds labor supply (tight)
training or retraining succession planning promotion from within subcontracting use of part-time/ temporary workers use of overtime
HR Planning- Actions
When labor supply exceeds labor demand (loose)
pay cuts reduced hours work-sharing voluntary early retirements inducements to quit (eg. Severance pay) layoffs
Environmental Scanning
Economic, social, political factors Government and legislation Population, workforce demographics Competition, markets Technology
Intranets- HR Uses
Job posting On-line training and scheduling Employee manual Employee communications and messages Self-service file maintenance Benefit enrollment
EEO Legislation
1964: Title Vll Civil Rights Act 1967: Age Discrimination in Employment Act 1978: Pregnancy Discrimination Act 1986: Immigration Reform & Control Act 1990: Americans with Disabilities Act 1991: Civil Rights Act
Regulatory Model
Regulatory Action
Rulings Written regulations Complaint investigations Technical assistance Lawsuits
Concerns
Fairness issues Economic disparity Changing material values Interest group agendas Political party mandates Loop-holes in current legislation
Laws
Passed by congress Passed by state legislature Presidential executive orders
Agencies
Federal agencies State agencies Independent commissions
Management Responses
Planning compliance strategies Formulating appropriate HR policies Briefing and training employees and managers Defending lawsuits Working with government agencies lobbying for policy changes
Challenges to Laws
Types of Discrimination
Disparate Treatment
Differential treatment of protected class individuals
Disparate Impact
Identical treatment of protected class individuals, but differential outcomes
minority % / majority %
minority % / majority %
Employment-at-Will Exceptions
Violates a law Public policy Implied contract Good faith and fair dealing
Train managers:
avoid making commitments or promises avoid certain terminology
Employee Handbook
Employment policies or procedures Orientation information for new employees Legal obligations of employer and employee Responsibilities of employer and employee to each other
Sexual Harassment
Quid pro quo Hostile environment Tips to avoid: Have a written policy Provide training Formal investigation process Be aware
Job Data
Job Specification
Sources of Data
Job Analyst Employee Supervisor Customer
Methods of Collection
Interviews Questionnaires Observations Records or Critical Incidents
Data Collected
Job Content Job Context Worker Requirements: Knowledge Skills Abilities
Recruiting
Purpose- create pool Specifically:
Minimize cost Increase success Improve retention EEO issues Public image
Strategic Issues
Large number or highly qualified? Quick or quality? Cost? Fill vacancy or start career? Public relations?
Internal Recruitment
Advantages
Capitalize on investment Increase moral Improve retention
Disadvantages
Insufficient supply Ripple effect Lack new ideas
External Recruiting
Employee referrals Walk-ins Recruitment advertising Direct recruiting Search research Contingency search (include temp-to-perm) Retained search College recruiting Non-fee agencies
External Recruiting
Job Fairs Professional Associations Internet Company website Online boards Banner advertising Using e-mail
Doing it Well
Realistic Job Preview Train organizational recruiters Convey organizational information Timing of process Offer flexibility Evaluate your efforts
Steps in Selection
Understand organization and job Select evaluation process Implement selection process Make decision Background check Offer
Legal Considerations
Equal Employment Opportunity Commission (EEOC)
Uniform Guidelines on Employee Selection Procedures National Origin Pregnancy discrimination Age discrimination Religious discrimination Disability
Legal Considerations
Constitutional
Privacy
Tort law
Negligent hiring Defamation
Other
Fair Credit Reporting Act
Selection Strategy
Decide what selection devices to use for each position. (Utility Analysis) What order? Multiple hurdle or same treatment?
Example- everyone must pass cognitive ability test to get to interview OR Everyone takes cognitive ability test and gets interview
Selection Strategy
Compensatory: all applicants get all tests (*costly!)
(1) applications (2) paper & pencil tests (3) work sample test (4) interview (5) offers 200 200 200 200 10
Multiple Hurdle: weed out applicants at each step of the hiring process based on whether pass/fail each test (*greater potential for adverse impact!)
(1) applications 200 (2) paper & pencil tests 120 (3) work sample test 40 (4) interview 20 (5) offers 10
*Note: courts dont accept bottom line defense- look for adverse impact at each step of the process
Reliability
Consistent/stable Over time Across different samples Across different judges
Validity
Face validity Content validity Construct validity Criterion related validity Validation approaches
Predictive validation study Concurrent validation study Validity generalization
Selection Methods
Application Biodata inventory Background investigation
Drug test Reference checks
Cognitive ability tests Psychomotor ability tests Personality inventories Polygraph or honesty tests
Interview Process
Phone screening Human resources- organization fit Hiring manager Peers/customers round robin style Lunch, dinner or reception
Types of Interviews
Pre-screening Resume-based Structured Patterned Stress Case Behavioral
Interviewers Should:
Be prepared Listen Take notes Avoid common errors:
similar-to-me halo/horn effect recency effect
Selection Process-other
Candidate communications
Standard/timely One person responsible
Extending offers
Contingent Salary negotiable Verbal followed by written
Equity Theory
Inputs vs. Outputs Variance?
Decrease inputs Request raise Change mindset Different comparison point Escape
Market Pricing
Focus on external Salary surveys Pay policy
Lead Match Lag
Final steps
Choose compensation method
Flat-rate Skill-based Incentive pay
Individual adjustments
Legal Constraints
Fair Labor Standards Act
Exempt vs. non-exempt
Administrative Executive Professional Sales
Mandatory Benefits
Workers Compensation
On the job (includes stress) Medical expenses/lost wages Avoid injuries
Social Security
Retirement Benefits
Defined benefit pension plan Defined contribution pension plan 401(k) plans Employee Retirement Income Security Act (ERISA)
Other Benefits
Insurance
Health/dental Life, death or dismemberment Disability
Paid time-off
Vacation Personal days Holidays Sick days
Other Benefits
Employee service or perqs
Day/elder care Tuition reimbursement Company car/other equipment Service/other rewards Stock purchase plans Fitness/wellness programs Employee Assistance Program Discounted services Social activities/holiday bonus
Benefit Administration
Vanilla packages Flexible or Cafeteria plans Communication
Legal Issues
Consolidated Omnibus Budget Reconciliation Act (COBRA)
continuation of benefits
Orientation Dos
Provide materials in advance Provide information on:
Company Social Technical Physical
Orientation Donts
Emphasize paperwork Cause information overload Consider HRs job Hold hostage
Training Department
Faculty Model Customer Model Corporate University Virtual Training
Needs Assessment
Levels of analysis: Organizational Task Competency Person
Transfer of Training
Over-learning Action plan Tie to job Follow-up
Evaluating Training
Employee reactions- happy sheets Testing Performance appraisal Organizational performance Return on investment
Management Development
Succession planning Development opportunities Specific training
Career Stages
Exploration/establishment Advancement Maintenance Strategic planning or Disengagement
Graphic Rating Scales Behaviorally Anchored Rating Scale (BARS) Behavior Observation Scale (BOS)
Individual performance against individual standards
Appraisal Meeting
Ask for self-assessment Express appreciation/share developmental opportunities Focus on behavior- not the person Be supportive
Effective PA Systems
Good standards Train raters Timely- follow policy Well documented performance Opportunity to respond Action plan
Rater Errors
Recency effect First impression error Similar-to-me effect Halo/horn effect Central tendency
Violate policies
Educate employees Disciplinary action
Disciplinary Process
Warning system Act promptly Consistency Handle professionally
Progressive Discipline
Stepped process
Verbal warning Written warning Final written warning or suspension Termination
Identify behavior and why it is a problem Clear warning and explain consequences Document!
Positive Discipline
Stepped process Counseling & motivation replace threats & punishment Collaborative problem solving Must train supervisors
Disciplinary Meetings
Keep private Criticize selectively Opportunity to respond Attack problem, not person
Components
Mandatory Not binding on employee Binding on company
Disputes
Covered
Involuntary terminations Claims of harassment or discrimination Constructive discharge Additional disputes Benefit or pension claims Workers compensation Unemployment Establishment or modification of a policy
Not covered
ADR Format
Mediation Arbitration Summary jury trial Mini-trial Peer review process
Successful ADR
Procedures in place Arbitrators with expertise Employees right to representation and discovery Written opinion
Expectancy Theory
Effort
Expectancy Performance Rewards
X
Instrumentality
X
MOTIVATION
Valence
Types of Plans
Merit pay Gainsharing plans Profit sharing plans Employee Stock Ownership Plans (ESOP) Variable pay plans
Employee Relations
Must base initiatives on: Organizational size Company culture Strategic goals
Policy Development
Monitor, develop and implement Manage performance appraisal system Manage disciplinary action system
Work/Family Balance
Flexible work schedules Telecommuting
Who Financial support Communication Social issues
Day/elder care
EEO Compliance
Reporting Affirmative action plans Responds to employees Management training Legal issues
Diversity Initiatives
Develops awareness Culture building Management training Employee training
Structure of Unions
Local Union National Union AFL-CIO
Labor Law
Railway Labor Act 1926 Norris-Laguardia Act 1932
No arbitrary court injunctions No yellow dog contracts
Employers power:
Lockout Continue operating
Health Hazards
Chemical hazards
Teratogens
Substance abuse
Employee Wellness
Wellness programs Stress management Employee Assistance Programs
Workplace Violence
Employment process Management training Communicated policy Security
International Employees
Expatriate or home-country nationals Host-country national Third-country nationals
Selection
Stress tolerance Relationship development Perceptual skills Family support Testing
Training
Language Cultural Family/personal life
Compensation
Incentive to take position Maintain standard of living Children education Maintain relationships
Balance Sheet Approach
Legal Issues
Local laws employment discrimination Human rights
Repatriation
Planning Career Management Transitional Support
Careers in HRM
Generalist vs. Specialist Large vs. small organization Outsourced functions Strategic vs. administrative
Specialist Functions
Compensation Benefits Training Employee Relations Recruiting HRIS
What is needed?
HR Expertise- Law Business Operations expertise Strong leadership ability Oral and written communication skills Ability to develop relationships Creative Strong sense of ethics Persuasive
Career Preparation
Undergraduate degree Graduate degree- MBA or HR Certification: PHR, SPHR Conferences