Fundamental of Human resource Management

Human Resource Management

The Leadership and management of people within an organization using systems, methods, processes, and procedures that enable employees to optimize their performance and turn their contribution to the organization and its goals

What is Strategic HRM

The process of integrating the strategic needs of a organization into the choice of human resource

Model of Strategic resource Management

1. Organizational mission, vision, goals, and strategy analysis

2. environmental scan, Econ, Legal, Tech, Social, demographic

3. Analysis of organizational culture

4. Choice and implementation-Direct line of sight

5. Review Evaluate and Audit

Hr the guiding light in the organizations mission and vision

Job Design

Systematic study of a job to discover its specifications and skill requirements

Job

Group of related activities and duties which may be held by one or several employees

Position

Collection of tasks and responsibilities performed by an individual

Phases in Job analysis

Phase 1: Preparation for job analysis

• Step 1 Become familiar with the organization

• Step 2 Determine uses of job analysis information

• Step 3 Identify jobs to be analyzed

Phase 2: Collection of Job analysis information

• Step 4 Determine sources of job data

• Step 5 Identify the data requirements

• Step 6 Choose the method for data collection

Phase 3: Use of Job analysis information

• Job Description

• Job standards

• Competency models

Contents of a Job Description

Job identity: National occupation Number, job title, location, internal job code

Job Summary

Duties and responsibilities

working conditions

Key considerations of job design

Working conditions

Ergonomic Conditions

Organizational considerations

Taylorism or Scientific management

 A management theory developed by Frederick Winslow Taylor that uses scientific methods to analyze work processes and improve efficiency, aiming to increase productivity by breaking down complex tasks, standardizing methods, and providing performance-based incentives.

Employee Considerations

Autonomy, variety, Task Identity, Feedback, Task significance

Response to job specialization

Job rotation, Job enlargement, Job enrichment, employee involvement and work teams

HR Planning

Forecasts an organization’s future demand for and suply of employees, and matches supply and demand

Human Resource Planning Diferences

No formal Planning: Small companies where HR activities may be done in a reactionary way

Basic Planning: Companies recognizing the need to plan HR activities and may engage in a mix of proactive and reactionary planning focus on the short term  (1-2 years)

Advances Planning: Direct tie between strategy and HR planning anticipating needs 3-5 years in advance

Sophisticated Planning: Senior HR professionals are integral to Strategic process with planning 5+ years out relying on strong expertise and technologies to support planning

The workforce planning process

Step 1 Forecast demand for the resources

Step 2 Asses supply of resources

Step 3 Develop HR objectives

Step 4 Design and implement workforce systems to balance demand and supply

Step 5 Establish and Conduct Evaluation

External Supply Estimates

Labour market analysis, Community attitudes, Demographics trends

Managing a Surplus

Headcount reduction, Attrition, Alternative work arangements

Managing a Shortage

Hire Employees, Source Service Providers, Develop employees internally, Existing work arrangements

Program Measurement and evaluation

The final Step in the planning process is to evaluate the workforce planning activities against organization goals

Human Resource Information System

Used to collect, record and store, analyse and retrieve data concerning an organization’s human resources

Foundational Pillars for all workers in canada

• Employment and labour standards

• Human Rights

• Privacy legislation

Three Questions Guide HR

1. Is the person an employee of the company or an independent Contractor

• Even if the worker signs a contract, they may be legally be considered to be an employee and entitled to minimum standards

1. Is the organization provincially or federally regulated

• Federal employment laws cover 10% of Canadian employees who work in federally regulated industries

1. In the Employee unionized or nonunionized

• Each Province has its own employment standards act or code that defines minimum standards for employees. unionized  employees are covered under each provinces labour laws

Human Rights Legislation

Unlike employment laws, which impact single HR activity at a time, human rights legislations affects nearly every HR function

Discriminations

A showing of partiality or prejudice in treatment, specific actions or policies directed against the welfare of minority groups

 

Direct Discriminations

• On grounds specified in the  human rights legislation

• Legal discrimination: bona fide occupational requirements

• But there is a duty to accommodate to the point of undue hardship

Indirect or Systemic Discrimination

• Company policy, practice, or action that is not openly or intentionally discrimatory, but has a discriminatory impact or effect

• Minimum height, weight requirements

• Minimum scores on employment tests

Canadian Human Rights Act

• Pardoned convicts

• National or ethnic origin

• Religion

• Gender identity

• Sex or sexual orientation

• Marital and family status, disability

Employment Equity Act

Employers with 100+ employees under federal jurisdiction must develop and submit annual plans for removing employment barriers and promoting equity with members of these four groups

• Woman, Indigenous, Persons with a disability, visible minorities

Pay Equity

Equal pay for work of equal value

• Federally, and in most provinces, it is illegal to pay woman less than men if their jobs are equal

Privacy Legislation

The personal information protection and electronic documents act

• Sets rules for how private sector organizations collect, use, and disclose personal information in for profit, commercial activities across Canada. It also applies to personal information of employees of federally regulated businesses.

The privacy Act:

Relates to a person’s right to access and correct personal information that the government of Canada holds about them. The act also applies to the governments collection, use, and disclosure of personal information in the course of providing services such as old age security pensions, employment insurance, border security, federal policing and public safety, and tax collection and refunds

Workplace Policies

Healthy organizations will not just meet minimum legal standards, but will also promote a positive workplace through workplace policies. Having defined HR policies in the workplace should be a principal objective for very HR group

Types of HR Policies

• Harassment

• Attendance, leave and break policies

• Occupational health and safety

• Workplace violence

• Remote work

• Technology use

• Social media

• Substances use

• Confidentiality

• theft

Dei In Canadian workplaces

Ensuring treatment of others is equitable and just regardless of differences on diversity dimensions is the central goal of diversity, equity and inclusion within organizations

DEI challenges

Stereotyping: Grouping people based on commonalities without consideration of their individuality and capabilities

 

Old Boys Network: Informal relationships among male managers and executives

 

Glass Ceiling: invisible but real obstructions to career advancement of woman and visible minorities

 

Pet to Threat: Mentors and managers who once supported an individual later undermine them because they are perceived as a threat or competition

Dei Initiatives

Inclusive internal systems

Diversity and inclusion training programs

Alternate work arrangements

Apprenticeships

Support groups

Communication standards

Recruitment:

The process of finding and attracting capable individuals to apply for employment and to accept a job offer, if/when one is made to them

• Recruiters are specialists within the HR department of large organizations

The Recruitment Process

1. Identify Job Openings

2. Review Job Specifications

3. Examine the desired characteristics of recruits

4. Determine recruitment methods

5. Obtain pool of recruits

6. Maintain Applicant interest during selection

7. Persuade Chosen candidates to accept the job (Conversion)

Internal Recruiting

Advantages: Employee is familiar with the organization, Employee is a known fit with the organization as well as past performance as an indicator of future success, Improve employees morale and motivation

Disadvantages:

• Internal competition can reduce cooperation

• No new blood so can prevent creative solutions

• Poor Morale, possible turnover

External Recruiting

Advantage:

• Able to acquire skills and knowledge that may not be available within

• Newer ideas and novel ways of solving problems may emerge

Disadvantage

• New comers may not fit in

• Newcomers take longer to learn about the organization

• Usually more expensive

• Lowered morale and motivation of current employees

 

Constraints on recruitment

• Organizational policies

• Human resource plans

• Diversity and inclusion

• Recruiter habits

• Environmental considerations

• Job requirements

• Costs

• Inducements

Constraints-Policies

Promote from within Policies

• Gives present employees the first opportunity

Compensation Policies

• Must Adhere to stated pay ranges

Employment status Policies

• Limitations against hiring part time

International Hiring Policies

• Lots of limitations and processes

Constraints-Internal

Human Resource Plans

Diversity and inclusion Programs

Recruiter Habits

 

Constraints-Other

Environmental Conditions

Job Requirements

Costs

Recruitment Sources

• Direct Enquires

• Employee referrals

• Advertising

• Social Media

• Private employment agencies

• Head-hunters

• Educational Institutions

• Professional and labour organizations

• Temporary Help Agencies

• Departing and Past employees

• Job Fairs

• Contract workers

• Recruitment Abroad

Selecting Recruitment Sources

• How does a recruiter choose which methods to use

  • How many recruits are needed

  • What is the skill level required

  • What sources are available

  • What has worked in the past

  • How much is the Budget

  • Are there labour agreements that specify recruitment options

 

Evaluating Recruitment

• Cost per Hire

  • The dollar cost per person hired

• Quality of Hires and cost

  • Quality of people hired from various sources

• Offers-Applicants ratio

  • Ratio between the number of job offers and total applications for each recruitement method

• Time lapsed per hire

  • Time taken to fill position

 

Selection

"A series of steps used to decide which applicant should be offered a position; begins when recruits apply and ends with the hiring decision."

Steps in the Selection Process

Step 1: Preliminary Reception"Initial contact with applicants; walk-ins may receive preliminary interviews."

Step 2: Applicant Screening "Remove applicants who do not meet qualifications; ensure applications meet legal requirements; selection can be weighted."

Step 3: Employment Tests "Administration of personality

Step 4: Employment Interviews "Common selection method; may involve multiple rounds; final decision should be made by hiring manager

Step 5: Realistic Job Preview "Shows candidate the type of work

Step 6: Verification of References "Employment references

Step 7: Hiring Decision Marks end of selection process; update HRIS; retain applications for future."

Employment Interviews

"Most widely used technique; allows personal impression; opportunity to sell job; good PR tool; flexible."

Types of Interviews

"Interviews may be one-on-one, group or panel,

Unstructured Interviews

"Few or no planned questions; less reliable than structured interviews."

Structured Interviews

"Predetermined set of questions asked consistently; increases reliability and validity."

Behavioural Description Interviews

"Based on principle that past behaviour predicts future behaviour."

Situational Interviews

"Focus on job-related hypothetical scenarios."

Stress Interviews

"Rapid or intense questioning to assess stress handling."

Typical Stages of an Interview

1. Interview prep

2. Creation of rapport

3. Information exchange

4. Termination of interview

5. Evaluation of candidate

After Selection

"Employment contract must specify probation period, Specify start date and terms of employment

• Specify reasonable restrictive covenants

• Ensure that termination procedures are legally enforceable

Strategic Importance of onboarding, training and developement

Socialize the new hire to the organization, match to the job demands

Onboarding

Process of helping new hires adjust quickly and smoothly

3 Goals of orientation

Organizational Issues

HR related topics

Role expectations

Training

"Increases employee knowledge, skills and abilities

Employee Benefits

"Skill improvement, self developement, self confidence, sense of growth

Organizational Benefits

"Improved profitability, improved morale, lower costs, better corporate image

Training Techniques

On the job: Job rotation, apprenticeships, coaching

Off the job: Lectures and videos

Employee Development

"Prepares employees for greater responsibility or leadership roles."

Talent Management

"Creating a pool of well-developed employees to meet future organizational challenges."

Employee Development Plan

1. Asses employees needs

2. Link competencies and skills to business goals

3. Identify learning and development activities

4. Determine resources

5. Identify barriers

 

Career Choice Factors

Social environmental concern

Work life balence

The RIASEC model

• Realistic

• Artistic

• Investigative

• Social

• Enterprising

• Conventional

Compensation Management

"Effective and equitable management of cash and non-cash rewards employees receive in exchange for work."

Total Compensation

"Includes base wages, variable pay, perks and on site amentities

Components of Total Compensation

1. Compensation

2. Benefits

3. Social interaction

4. Status/recognition

5. Work variety

6. Workload

7. Work importance

8. Security

9. Authority

10. Advancement

11. Feedback

12. Work conditions

13. Development opportunities

Base Pay Determination

Phase 1: Compensation Philosophy

Phase 2: Job analysis

Phase 3: Pricing Jobs

Phase 4: Matching employees to pay

Compensation Philosophy

"Guiding principle for how pay is managed

Lead Strategy

"Pay rates higher than marketplace."

Match Strategy

"Pay rates comparable to marketplace."

Lag Strategy

"Pay rates lower than marketplace."

Salary vs Hourly vs Incentive

"Different pay structures based on job type, employer compensation philosophy or collective agreements

Piecework

"Pay based on output: units × piece rate."

Commission

"Employee earns percentage or flat amount per sale; often paired with low base pay."

Discretionary Bonus

"Bonus paid at management discretion; may include conditions or clawbacks."

Different pay schedules

Weekly 52

Bi Weekly 26

Semimonthly 24

Monthly: 12 

Role of Benefits: Societal Objectives

"Solve social problems; provide security for wage earners; employers deduct benefit costs; most benefits are tax-free; provide protection against illness

Role of Benefits: Organizational Objectives

"Recruit and retain employees; reduce fatigue; enhance productivity; discourage labour unrest; meet employee needs; reduce turnover; minimize overtime cost."

Role of Benefits: Employee Objectives

"Lower costs; lower income tax; protection from inflation; employees may seek jobs primarily for benefits."

Legally Required Benefits

"CPP, employment insurance, worker compensation, health insurance

Voluntary Benefits

"Life and health insurance, disability insurance

Voluntary Insurance Benefits

"Life insurance; health insurance; disability insurance."

Voluntary Retirement Benefits

"Registered pension plans; pension plan administration issues; Pension Benefits Standards Act; Group RRSP; TFSA options."

Voluntary Paid Time Off

On the job breaks,paid sick leave, holidays and vacations

Voluntary Employee Services

"Educational assistance; financial services; social services (EAPs

Flexible Benefits

"Employees choose benefits to match needs; allocated benefit dollars; higher admin cost but better participation."

Emerging Services

"Health spending accounts; extra vacation purchase; wellness accounts; concierge services; paid leaves; child/elder care; part-time worker benefits."

Managing Voluntary Benefits

"Complex administration; communication challenges; increasing benefit variety."

HRM Implications

"Comply with legal requirements; maintain accurate records; avoid coverage duplication; reduce accidents to lower WSIB costs; evaluate cost-benefit of plans; retain key employees; conduct benefit audits."

Benefits & Strategy: Key Steps

"Define organizational objectives; link HR and organizational goals; assess employee needs; ensure legal compliance; compare benefits to competitors; ensure benefits are valued by employees; conduct annual audits."

Employee Relations

"The overall relationship between employer and employees; shaped by HR planning

Strategic Importance of Employee Relations

"Improves productivity; supports strategy implementation; reduces employment costs; helps employees grow and develop."

Components of Good Employee Relations

"Employee rights; employee involvement; employee communication; employee counselling; discipline."

Downward Communication

"In-house publications; prerecorded messages; electronic communication; social media; information sharing; open-book management."