HRCI- Human resources associate professional certificate

Talent acquisition

finding and recruiting human resource an organization needs to succeed.

forecasting workforce needs

the ability to take an organization goals and determined a specific number of people and type of job to meet its goals.

Methods

Unit demand

Trend projections

Probabilistic models

Workload analysis

Ratio analysis

Delphi technique

Nominal group technique

unit demand

Unit manager report on business volume (how busy they are) and how many people are needed to carry out the work.

Method

Gather feedback from multiple unit managers and combine it to determine the organization's staffing needs.

Trend Projections

Predict future employment needs based on expectations of how employment- related factors may change over time.

Example: If an organization needs salespeople to sell its product and sales are projected to increase, HR will likely need more salespeople in the future.

Methods

Knowledge of the factors that affect staffing in an organization is essential.

Reviewing the organization's past performance and how it corresponded to person-hours can help in making decisions.

Probabilistic Models

Predict future conditions using computer simulations

Consider outcomes based on economic conditions or organizational shifts.

The simulation has two potential limitations

1. : They are only as accurate as the information you provide

2. very costly and become confusing as more variables are added

Workload Analysis

Determines the output or productivity an organization expects to achieve in the immediate future. Reverse for employment needs.

Three parts

• Employment needs

• incident report

• Type of work

1. Translate work into hours. Example: how much labor the tasks will require and how long they will take.

Ratio Analysis

Examines historical information about the workforce for a particular facet of the organization.

Example: A team needed a ratio of one project manager for every seven clients. The team lost one project manager and added 14 new clients in the next quarter. Using ratio analysis, the team hired 3 new project managers for the organization.

Delphi Technique

Forecasts future job needs by combining the input and expertise of many professionals who never meet but reach a consensus over time.

Useful for judgment and predictions from professionals around the world.

Nominal group technique

uses a panel of experts in a structured meeting to find a solution to a problem.

Forecasting tools

Job bidding

Succession planning

Dual career ladder

Replacement charting

Turnover forecasting

Job bidding

Expressing interest in a position in an organization before the position becomes available.

Succession planning

Identifying promising employees with the potential to occupy managerial or executive roles in an organization.

Forecast needs and talent 1-5 years in the future. Once the promising employees are identified. The succession plan indicates what training, education, and experience those employees will need to occupy those roles.

Career Pathing

Helping employees map out their long-term professional lives by identifying the career steps they need to take to achieve their career goals.

Dual career ladders

Identifying a career path rich in expertise and cross-training. Employees master two traditionally disparate roles and then move on to the next phase.

Promote promising employees who have no interest in a managerial or supervisory position.

Allow employees to be promoted to more technical positions.

Example: engineering or medicine

Replacement charting

categorizes employees in four ways

• ready for promoting

• Developed for future promotion

• Satisfactory in the current position

ready for promoting

individuals who have the knowledge, skills, and ability to take on greater responsibilities in an organization.

Developed for future promotion

promising employee who will be ready for more responsibilities after they complete more training or gain more experience.

Satisfactory in the current position

employee who performs their existing jobs proficiently, but do not demonstrate the skills or potential for promotion.

Replace

employees who are not expected to be part of the organization in the long-term for one reason or another

• transfer

• promotion

• disability leave

• poor performance

Turnover forecasting

Determine who might leave an organization (very costly)

• Reasons

• Job satisfaction

• Salary

• Simple work

Information can be acquired through

exit interviews and post-exit surveys ( provided by employees who resign).

Focus groups and predictive surveys provide insight into how current employees feel about their jobs and their futures with an organization.

Outsourcing

Form of organizational restructuring created to provide benefits and protection to large companies.

outsourcing

Paying a third-party business to perform a specific function that does not align with the main company’s ideas.

Used to take advantage of lower labor rates aboard , allowing a company to save money on labor-intensive work like customer service, technical support, and computer programming.

Example: a manufacturer might outsource security, food service, or payroll processing for better quality, lower costs, and time off from managing something not under their responsibilities.

offshoring

where a company establishes a foreign subsidiary and transitions from higher-paid American employees to lower-paid foreign employees.

Independent contractor

Individuals who contract to do specific work for people or organization they don’t work for. May work on a project to project and they are employed by more than one organization or client.

Methods

IRS- use 20 factor tests from form ss-8

Department of Labor (DOL)

consider seven factors

How to identify employee

Employers pay half of social security (FICA) tax

Employers withhold federal and state taxes

employers must pay overtime and on call pay

How to identify independent contractor

pay all social security taxes

employers are not required to withhold taxes

employers are not required to pay overtime and on call

Gig work

Temporary, flexible, short-term, and varied work

Does not require a specific skill company

• Lyft

• Uber

• Instacart

• Door dash

Factors that affect independent contractor and gig work

• level of employee’s control

• worker investment

• temporary or permanent relationship of employer-worker

• integration of employee’s services into employer’s business

Temporary workers

Short-term employees hired from a staffing agency; the staffing agency does all the recruitment, background checks, workers’ compensation benefits, and more

Why employ a temporary employee

• avoid time-consuming hiring process

• minimize the need for extensive training

• test out possible permanent hire

common in

Film production

photography

suit workers who need multiple contracts to earn full-time employment

factors to consider before hiring a temporary worker

clearly defined contracts must be provided

• terms of payment, length of employment and other agreement (the length should last about one year).

• Benefits are not required

• Employee can be rehired for two years

• Most agency use work-order request to provide organizations with ideal employees

Work order

Job starts date

Job classification, rate of pay

Number of employees needed

Non-exempt employees

under certain FLSA provisions. Requirements involve the minimum wage and overtime pay; they must be paid at least the federal minimum wage and overtime.

They must be paid at least 1.5 times their regular rates of pay after 40 hours in a workweek, it does not limit the number of hours that employee aged 16 or older may work in any workweek. Does not require overtime pay for work on Saturday, Sundays, holidays, or regular days of rest (unless they work those days).

exempt employees

exempt from the minimum wage and overtime under the FLSA provisions

example: professionals, executives, administrators, and outside salespeople.

to be consider all exempt, an employee, must earn more than 684 per week

pay in salaried

perform certain exempt duties as part of his or her job

example: doctors, lawyers, or teachers

Records to keep for non-exempt employee

wages, hours worked, and it must be for at least three years

personal information: employee’s name, home address, social security number, occupation, gender, and birth date if under 19 years of age.

1. Hour and days when the workweek begin

2. Total daily or weekly earnings

3. regular hourly pay rate for any week when overtime is worked

4. Total overtime pay for the workweek

5. Deductions from or additions to wages

6. Total wages paid each pay period

7. Date of payment and pay period covered

FLSA (fair labor standard act)

• Does not require vacation, holiday off, severance, or sick pay

• Meal or rest periods

• premium pay for weekend or holiday work

• pay raises or fringe benefits

• Procedures for discharging an employee, or immediate payment of final wages to terminated employees.

severance- financial package and set of benefits that an employer gives to a worker when their employment end.

Fringe benefits- forms of compensation (goods, services, or perks) that employer provide to employee on top of their regular wages or salary

exceptions for exemption

apply to 40-hours per week under special cases (police officers, and firefighters) and along with employee who work in hospitals and nursing homes. For unclear reasons, these requirements include auto mechanics, cab drivers, railroad, and airline workers, as well as television and radio announcers, also employees of movie theaters.

employee who earns at least 30 dollars a month in tips (waits staff, cab drivers, service employees) do not have to be paid minimum age. Employers must pay these workers at least 2.13 an hour and there must be proof of wages and tips even apply to people under age 20, student, some workers whose earning and productive capacity is impaired by a physical or mental disability.

Hourly paid employee can still be exempt if they earn more than 107, 432 per year.

child labor

regulated by the FLSH

People age eighteen or order can work in a movie theater, grocery store, or clothing store, they can also work anywhere else for unlimited hours.

People age 16 and 17 may work at any nonhazardous job for unlimited hours, examples- bagging or carrying out customers’ orders, cleaning fruits and vegetable, and pumping gas.

minors age 14 and 15 may work outside of school hours in a limited number of nonhazardous jobs for limited period each week.

Minors under age 14 are not allowed to do nonagricultural work, with exceptions, they can deliver newspaper, act in radio, television, movies, or live theater.

Anyone age 16 or order may work any farm job whether hazardous or not for unlimited hours, examples: operating or working most farm equipment, working on a ladder or scaffolding at a height over 20 feet, handing or applying toxic agricultural chemicals

Minors age 12 or 13 years may work nonhazardous farm jobs with a parent written consent. Same as minors under 12 years.

Scaffolding- a temporary structure use to support a work crew and materials to acid in construction, maintenance, or repair of a building.

flexible work arrangements

Remote work performed outside of the traditional workspace and employee is not expected to come into the office.

Advantage: less commute time, environment benefits, reduce the need to heat, cool, or provide electricity to large office buildings. work with computer with internet access. Increase talent pool, increased productivity (happier employee). Higher rate and cost cutting.

Disadvantage: limited interaction, distractions, and few professional advancements

Telecommuting

similar to remote work. live closer to their place of employment. work few days from home and are available for meeting plus collaborative work in office.

Flex time

allow employee to choose the time they work within specified hours and days

compressed work

Allows an employee to performed certain number of hours of work in fewer workdays than it would take. The US department of commerce requires schedule employee to complete the biweekly work requirement in less than ten working days.

example: 4/10 arrangement- working four 10-hours days with 3-days weekend. 9/80 arrangement - working 9 hours days with every other Friday off.

Job sharing

Splitting a full-time job between two people usually means a proportional salary and paid time off. Can be split 60/40, job sharers are responsible for proper function of the arrangement.

Phased retirement

process that occurs at the end of the employee lifecycle.

Job design

identifies duties, tasks, responsibilities of a specific job that need to be performed with a certain level of motivation to increase productivity.

Job redesign

reassessment of a position that already undergone a job design

tools for job design or redesign

job simplification or specialization

job enlargement

job enrichment

Both job enlargement and enrichment involve the expansion of roles, this includes horizontal or vertical expansion

Horizontal expansion or horizontal loading

occurs when specialized jobs are replaced with more comprehensive positions

expands the number of tasks a worker is responsible for completing

vertical expansion or vertical loading

occurs when jobs are changed to give workers more responsibility and authority

shifts responsibilities from mangers to workers

human resources specialist will organize the job according to the human needs and motivation of the worker rather than the organizational goals for output and quality.

Called the human method

five dimensions of worker motivation or job characteristics method

used by human resources specialist when conducting job design or job redesign, specifically to the job characteristics approach.

Skill variety

Tasks identify

Autonomy

Feedback

skill variety

describes whether duties in a job are routine or everchanging

tasks identify

defined by the worker involvement from start to finish or completion of a subtask

tasks significance

looks at the importance of a duty to the organization’s success or to society

autonomy

The freedom of an employee to choice how, when, and what tasks they will perform

Feedback

opinions on how the employee is performing on the job from managers or supervisors.

Job redesign best practices

reconcile difference; example- job description or job specification with actual work performed on the job

reassign duties, tasks, and responsibilities to workers with more ability or motivation

offer training

revise job description and job specification (revisit regularly)

approach to job design

Mechanistic

motivational

biological

perceptual- motor

relational

Mechanistic

base on classic industrial engineering concepts

focus on evaluating the simple repetitive tasks of a specific job. Example: assembly jobs (manufacturing firm), certain office job or telemarketing.

demand high level of consistency

help to design job that require simple training, maximum efficiency, productivity, and reduce error rates

does not encourage job satisfaction, or motivation, when worker perform the same task over and over, they would become bored and unmotivated (these feelings can become high absenteeism and turnover)

motivational

emphasizes that workers are more satisfied with their jobs if they feel a sense of control, can use their skills and understand their work results.

If use properly, can increase worker satisfaction

meant for jobs with extensive training and for workers with creativity and innovation in their position.

disadvantage; higher training plus recruiting costs and can cause errors.

biological

use in ergonomic (the study of how workers use machines and equipment for maximum performance.

best for physically demanding jobs

consider worker comfort

evaluates the equipment worker use, the noise and temperature of the work environment, or the time spent on the job

disadvantage: equipment adjustment and work environment.

perceptual-motor

emphasizes the mental demand of a particular job and identifies the attention span and memory required to perform the job successfully.

advantage-reduce stress and boredom

disadvantage- worker would find job less meaningful.

relational

evaluates a specific job stage or a site

focuses on the position of job tasks within a process and relationships of workers to each other and then end user.

advantage- emphasize accurate timely communication, and collaboration across teams

disadvantage- time consuming

legal issue in job design

1. equal employment opportunity

2. anti- discrimination

3. age discrimination in employment

4. Americans with disabilities act (ADA)

5. pregnancy discriminations act

6. Fair Labor Standards Act

7. social Security Act and Medicare act

8. family and medical leave act (FMLA)

9. Consolidated Omnibus Budget Reconciliation Act (COBRA)

10. health insurance portability and accountability act (HIPAA)

11. occupational safety and health act (OSHA)

12. Fair claims act

13. national labor relations board

equal employment opportunity

protect employee against discriminatory behavior

anti- discrimination title VII of the civil rights act (include sexual harassment)

makes it illegal to discriminate in job description base on race, color, religion, sex, or national origin.

age discrimination in employment act

illegal to discriminate against anyone age 40 or older from holding a job in a government agency and private enterprise with 20 or more workers or a union with more than 25 members.

Americans with disabilities act (ADA)

Prohibits the creation of job duties and tasks that do not provide reasonable accommodation to potential employees with disabilities.

Pregnancy discrimination act

cannot discriminate against pregnant people

fair labor standards act

mandates that employers specify duties and tasks will require mandatory overtime and if legal minimum wage apply

equal pay act (1963) and the Lilly Ledbetter fair pay act (2009)

equal pay for men and women

social security act

all employees must report and match payments for social security and Medicare

employee retirement income and security act ( ERISA)

employee can invest and are allowed to access plus withdrawal from retirement plans.

family and medical leave act (FMLA)

entitles eligible employees up to 12 weeks of unpaid leave for specific family and medical reasons (birth or child adoption or ill family member).

consolidated omnibus budget reconciliation act (COBRA)

allow employees to purchase healthcare coverage extension after an employee is terminated or resigns.

health insurance portability and accountability act (HIPPA)

regardless of re-existing conditions a worker must be able to switch to a new job and transfer the insurance from their previous employer to a new insurance program.

occupational safety and health act (OSHA)

outlines workplace safety and health rules plus regulations to help avoid dangerous work environment.

fair claims act

if a work environment is legally unsafe, whistleblower protection may be given to workers asked to perform duties and tasks.

national labor relations borad

listen to grievances (protest or complain) about the duties and task to be performed, they can file their cases if the organization allows union to organize.