CH 8

three major elements of HRM

1. Strategic Human Resources Management

2. Human Resource Management Functional Activities

3. Human Resource Related Legal Compliance

HR management

creates strategic HR roles

Strategic Human Resources Management

• Identification of current and future talent requirements

• Development and implementation of plans and programs for recruitment, selection, training, development, support, and retention of the employees necessary to support the goals and strategies of the organization

succession planning

the process of identifying likely candidates for future openings in key positions in the organization as well as evaluating each employee's potential for taking on added responsibility

5 Human Resource Management Functional Activities

1. recruitment and selection

2. training & development

3. Performance Appraisal and Feedback

4. Compensation and Benefits

5. Employee Relations

recruitment and selection

Process for identifying, pursuing, and hiring qualified candidates to fill

current and future available positions within an organization.

• Starts with Organization Design

• Ideally fair and objective process

• Internet had dramatically changed this process

It starts with the process of identifying, pursuing, and hiring qualified candidates to fill current and future available positions within an organization with a well-developed organization design, including/ clear job descriptions, necessary qualifications, and a clear organizational structure

promoting within vs hiring new talent

• positions must be judged whether the position can be filled internally or externally.

• some organizations have a strict internal hire only policy because it may "create a positive employee environment" and/or the skills needed are dependent on experience within the organization.

• other organizations believe its a good idea to strategically pull in outside talent to avoid "inbred" -ness in the organization.

reality checks with getting talent (internally and externally)

pre-selecting Canadians undermines fair treatment of other applicants

- personal connections can skew judgement

- legal limits and employer hesitance can create barriers

- not just about hiring, it's about aligning with broader organizational values and HR practices.

training

• is teaching employees the skills necessary to perform effectively in their current job

• Many ways to train and develop employees

development

• is preparing employees to take on additional responsibilities for future roles or expanded responsibilities in their current role

• Many ways to train and develop employees

how is training accomplished by

classroom instruction, online instruction, use of procedure (manuals/checklists), supervisor instructions, peer instructions, or self-instruction learned from performing the job.

how is development achieved

job rotation

• sponsoring formal education programs including tuition reimbursement

• mentorship programs

performance appraisal & feedback

• Process of employee evaluation and communication

• Goal is to provide timely and beneficial information to the the employee, and to the organization

• Assess and communicate the value of the contributions of the employee to the organization as well as identify opportunities for improving the employee’s performance.

• An effective performance appraisal process requires several considerations covered in detail in the textbook

It is a process of employee evaluation and communication with the goal of providing timely and beneficial info to the employee, and to the organization on the value of the contributions of the employee to the organization, as well as identifying opportunities for improving employee performance.

to effectively do performance appraisals

based on pre-established standards

- conducted on pre-established regular intervals in a timely manner, constructive criticism, praising good and critiquing bad performances

- clear on employees performance rating relative to an overall rating standard

- a two way discussion (for inaccuracies, unrealistic expectations or unfair conclusions)

- goal of reaching a consensus on the fairness of evaluation (basically agree that we could improve there)

- not used for the employee to provide feedback on manager or other employees

- not used to discuss changes in compensation

performance appraisals for managers

managerial lvl employees submit proposed performance goals - 360 feedback: a process of collecting feedback from other managers and anyone who routinely interacts with you

compensation and benefits

Program and process for providing competitive pay and other incentives to employees in support of the organization’s goals, strategy, and values.

• The goal is to attract and retain qualified employees and to motivate them to perform well

• Several considerations in having a well-designed program described

in the textbook

types of compensation

hourly + OT (1.5x) & holiday (2x)

salaried + bonuses (instead of OT)

per piece of work

commission pay

tips

employee benefits

health,dental,life insurance, paid time off & child care assistance

strategic alignment

• high pay may support a differentiation strategy

• lower pay aligns with cost leadership

• hr helps ensure pay is competitive

motivation & equity

• performance based pays can motivate

• annuals reviews adjust for inflation, market trends and equity

• Hr ensures nondiscrimination and addresses cost of living adjustments

employee relations

The various programs, services, activities, and communications enacted by the organization to foster a positive relationship between the organization and its employees.

• Several examples of these programs described more fully in the textbook

• The management of interactions with union employees is commonly identified as “Labor Relations”

employee relations

various programs, services, activities & communications enacted by the organization to foster a positive relationship between the organization & its employees

examples of employee relation programs

• townhalls, internal websites, suggestion boxes

• social events(parties, outings, clubs)

• employee surveys and committees to address concerns

• diversity training

• matching gift programs for charity

equal employment opportunity

to prevent discrimination against protected classes of employees in hiring and employment practices

procteded classes & laws + years

Civil rights of 1964 &Employment opportunity act of 1972

• protects race, religion, color ,gender, national origin

Age discrimination in employment Act of 1967

• protects 40+ people and bans mandatory retirement

Vocational Rehabilitation Act of 1973 and Americans with Disabilities Act of 1990

• requires reasonable accommodations for employees with physical or mental disability

sexual harassment (civil rights act violation)

quid pro quo - job benefits tied to submission to sexual advances

Hostile work environment - unwelcome sexual behavior that creates an intimidating or offensive work place

equal pay act of 1963

Requires that men and women be paid the same amount for doing the same job

Family and Medical Leave Act (FMLA) 1993

employers with 50+ employees must provide 12 weeks of unpaid leave for childbirth or adoption, medical or family health issues

Occupational Safety and Health Administration (OSHA) 1970

governs health and safety, establishes mandatory work place standards

employee motivation drivers

1. Training & Development

2. Compensation and Benefits

3. Performance Appraisal & Feedback

4. Employee Welfare Programs

human resources legal compliance

1. Equal Employment Opportunity

2. Compensation and Benefits

3. Health and Safety

equal employment opportunity

• Prohibits discrimination against job candidates and employees based on race, religion, color, gender, national origin, age (above 40), or disability

• Prohibits sexual harassment

compensation and benefits

• Equal pay for equal work (gender)

• Family and medical leave (12 weeks unpaid leave)

health and safety

• Mandatory safety and health standards in the workplace

• Administered by OSHA

compliance and training

• hr must ensure compliance across all HR functions

• ongoing legal updates and mandatory training programs are critical

• many companies use online training with verification

• non compliance can lead to sever consequences, legally and reputationally