HR midterm

Human capital:  knowledge, skills, and capabilities of individuals that have economic value to an organization

 

Corporate Social Responsibility (CSR): the responsibility of the firm to act in the best interest of the people and communities affected by its activities

 

Sustainability: doing business in a way that does as little harm to the environment and depletes as few natural resources as possible

 

Shift to Knowledge workers: workers whose responsibility extend beyond the physical execution of work to including planning, decision making, and problem solving

 

Human resource information systems (HRIS): a computerized system that provide current and accurate data for the purpose of control and decision making

 

Workforce (HR) analytics: the process of gathering and analyzing data to improve a firms HRM

 

Strategies to containing costs while retaining top talent and maximizing productivity

Downsizing , outsourcing

 

Furlough: asks or requires employees to take time off with no or reduce pay

 

Offshoring: sending jobs to other countries

 

Nearshoring: process of moving jobs closer to ones home country

 

Homeshoring: moving jobs to work from home domestic independent contractors

 

Employee leasing: dismissing employees who are then hired by leasing company and contracting with that company to lease back employee "GIG employees"

 

Line managers: non HR managers who are responsible for overseeing the work of other employees

 

 

Human Resource Planning (HRP) - process of anticipating and providing for the movement of people into, within, and out of an organization

 

Strategic Human Resource Management - pattern or resource deployments and activities that enable an organization to achieve its strategic goals 

 

Mission (current purpose), Vision (going/future), and values (foundation)

 

Environmental Scanning - systematic monitoring of major external forces influencing the organization

  1. Economic, technology, demographic, social, legal changes

  2. Competitive environment (stakeholders)

    1. Stakeholders - key people and groups that have an interest in a firms activities that can either affect them or be affected by them

 

Trend Analysis - quantitative approach to forecasting labour demand based on an organizational index such as sales

 

Qualitative methods:

Management Forecasts - the opinions (judgements) of supervisors, department managers, experts, or others knowledgeable about the organizations future employment needs

 

Staffing Tables: graph of all organizations jobs, along with # of employees currently occupying those jobs and future (monthly or yearly) employment requirements

 

Markov Analysis: method for tracking the pattern of employee movements though various jobs in the past years

 

Skill inventories: files of personal education, experience, interest, and the skills that allow managers to quickly match job openings with employee backgrounds

 

Replacement Charts: listing of current jobholders and potential replacements if an opening occurs

 

Dealing With Employee Surplus

Layoff strategies: usually based on seniority and/or ability:

 

Attrition: natural departure of employees through quits, retirements, and deaths

 

Hiring freeze: new workers are not hired as planned or workers who have left the organization are not replaced

 

Termination: practice initiated by an employer to separate and employee from the organization permanently

 

Evaluation and Assessment

 

Benchmarking: the process of measuring ones own services and practice against the recognized leaders to identify areas for improvement

 

Balanced score card (BSC): a measurement framework that helps managers translate strategic goals into operational objectives

 

Bona fide occupational requirement (BFOR): Justifiable business reason for discriminating against a member of a protected class

 

Meiorin Test - (legal test) standard under which all workplace practices constitute BFOR's. Test to determine what considered a BFOR

Criteria:

  1. Question of rationale: was policy that resulted in discrimination based on legitimate, work related purpose

  2. Question of good faith: did the decision maker honestly believe the requirement necessary to fulfill the requirements of the role

  3. Question of reasonable necessity: was it necessary for the job? Was it impossible to accommodate those discriminated without imposing undue hardship on the employer

 

 

Bona Fide Occupational qualification (BFOQ)

  • Justifiable reason for discrimination based on  business reasons of safety or effectiveness

 

 

Pay Equality: Equal pay for equal work

Pay Equity: equal pay for work of comparable worth/value

 

Designated Groups:

  1. Women

  2. Visible Minorities

  3. Indigenous Peoples

  4. People with disabilities

 

Systematic Discrimination (barriers): barriers that negatively affect employment for visible minority groups include culturally biased aptitude tests, lack of recognition of foreign credentials, excessively high language requirements

 

Reasonable accommodation: Employees are required to adjust to employment policies and practices

Ex: applies to employees under the influence / addicts. Cannot discriminate based off this as it is categorized as a disability.

 

Sexual Harassment: Unwelcome advances, requests for sexual favours, and other verbal or physical conduct of a sexual nature in the working environment

 

Diversity management: optimization of an organizations multicultural workforce to reach business objectives

Note* Diversity DOES NOT EQUAL inclusion

  • Managing involves integration (ensuring that employees feel a sense of belonging and feel values, respected, and encourages to participate in an organization

  • GOAL: have all workforce at all levels reassemble the population

 

Job: group of related activities

Job family: group of individual jobs with similar characteristic's

Position: different duties performed by ONE individual

 

Job analysis: (cornerstone of HR) process of obtaining information about jobs by determining duties, tasks, or activities of the job

 

Job specification:  a statement needed knowledge, skills, and abilities of the person who is to preform the job

 

Job Description: statement of the tasks, duties, and responsibilities of a job to be preformed

*all job descriptions must be reviewed annually

*most contain: job title, job identification selection, person to whom jobholder reports, job duties

*usually not updated as job duties change MUST USE JOB ANALYSIS TO KEEP UPDATAED

 

Approaches to job analysis:

 

Position analysis questionnaire (PAQ): questionnaire covering 194 different tasks that uses a 5 point scale to determine the degree to which different tasks involve preforming a particular job

 

Critical incident method: a job analysis method by which important job tasks are identified for job success

 

Task inventory analysis: an organization-specific list of tasks and their descriptions used as a basis to identify components of jobs

 

The functional job analysis (FJA): a job analysis approach that uses an inventory of the various types of work activities that can constitute any job

 

Competency-based analysis: this job analysis method relies on building job profiles that look at the responsibilities and activities of jobs and the worker competencies necessary to accomplish them (e.g., interpersonal communication skills, decision-making ability)

 

Job design: an outgrowth of job analysis that improves jobs through technological and human considerations to enhance organization efficiency and employee satisfaction

 

Job enrichment: enhancing a job by adding more meaningful tasks and

duties to make the work more rewarding or satisfying

• Five factors for enriching jobs and thereby motivating employees: achievement, recognition, growth, responsibility, and performance of the whole job versus only parts of the job

 

Job characteristics model: a job design theory that purports that three psychological states (experiencing meaningfulness of the work performed, responsibility for work outcomes, and knowledge of the results of the work performed) of a jobholder result in improved work performance, internal motivation, and lower absenteeism and turnover

 

5 characteristics

  1. Skill variety - deg to which job requires different skills and talents

  2. Task identity - deg to which job requires completion from beg to end

  3. Task significance - substantial impact on lives of other people

  4. Autonomy - freedom

  5. Feedback - given feedback of performance

 

 

Job Crafting: a naturally occurring phenomenon whereby employees mold their tasks to fit their individual strengths, passions, and motives better

 

Job Carving: the job is amended not by the individual but by the employer or vocational specialist to provide employment opportunities for individuals with autism or disabilities

 

Industrial Engineering: a field of study concerned with analyzing work methods and establishing time standards

 

Ergonomics:  an interdisciplinary approach to designing equipment and systems that can be easily and efficiently used by humans

 

Common Flexible Work Schedules:

• The compressed workweek

• Flextime: flexible working hours that permit employees the option of choosing daily starting and quitting times provided that they work a set number of hours per day or week

• Job sharing: the arrangement whereby two part-time employees perform a job that otherwise would be held by one full-time employee

• Telecommuting: use of personal computers, networks, and other

communications technology to do work in the home that is traditionally done in the workplace

 

 

 

Recruitment: The process of finding and attracting capable applicant to apply for employment and accept job offers that are extended to them

 

Selection: the identification of candidates from a pool of recruits who best meet job requirements using tools like: application blanks, tests, and interviews

 

Recruitment Process Outsourcing (RPO): the practice of outsourcing an organizations recruiting function to an outside firm. Often used when companies need to hire a lot of employees or hire employee quickly

 

 

Strategic Aspect of Recruiting:

  • Applicant attraction outcomes are predicted by job-organization characteristics, recruiter behaviours, perceptions of the recruiting process, perceived fit, and hiring expectancies, but not recruiter demographics or perceived alternatives

  • Regarding job-organization traits, type of work and organization image were the strongest predictors of an individual engaging in job pursuit

  • Pay, compensation, and advancement predicted job pursuit intentions much less than other job and organization characteristics

  • Perceptions of the recruiting process that may hinder interest in pursuing a job could include delays in responding to applicants or using selection processes that result in negative reactions

 

Branding: a company's efforts to show existing employees and perspective workers why it is a desirable place to work

 

Internal Recruiting

  • Identify talent through performance appraisals

  • Use skill inventories and replacement charts

EXAMPLE:

  • Internal Job posting: identify talent poll through performance appraisals (9 Box Grid)

    • 9-Box Grid : comparative diagram that includes appraisal and assessment data to allow managers to easily see an employees actual and potential performance

  • Performance appraisal:

  • Skill inventory and replacement charts

 

 

External Recruiting

Can be used to reach DEI goals (targeted recruitment)

Tactics/EXAMPLES: add definition

  • Advertisement 

  • Walk Ins

  • Internet

  • Job fairs

  • Employee Referral

  • Recruiting

  • Executive search firms

  • Educational institution

  • Professional association

  • Labour unions/markets

  • Public employment agencies

  • Employee leasing

 

*note recruiting will depend on the startegy an goal of the organization, conditions of labour market, and specifications about the job

 

Realistic job preview (RPJ): informing applicants about all aspects of the job including both its desirable and undesirable facets

 

Targeted Recruitment:

  • Targeted recruitment involves recruitment strategies that meet diversity objectives through outreach to underused groups to maintain diverse representation in an applicant pool

  • Targeted recruitment can serve as an employer branding strategy; it creates a message that an organization is a positive place to work for traditionally excluded groups

  • Individuals with autism are less likely to apply to jobs in which they do not meet all the criteria on the job description; this finding has also been found in women

 

Career development initiatives:


Career counselling: the process of discussing with employees their current job activities and performance, personal and career interests and goals, personal skills, and suitable career development objectives

 

Mentors: individuals who coach, advise, and encourage individuals of lesser rank

 

Reverse mentoring: a program whereby younger employees are called on to mentor older employees and executives about social media trends, new technology, and marketplace trends


 

  

 Reliability: deg to which the test yield comparable data overtime

  • Required for validity

Validity: deg to which a test accurately measures info (persons attributes)

  

 Initial Screening

  • Cover letters and resumes  (low reliability due to subjectivity, can use a "name blind resume")

  • Application forms (high validity do they meet min requirements, more valuable than resumes as they collect most recent info)

    • WAB Weighted applicant blank

  • Internet checks and phone screening (hiring managers will often google applicants, lacks ability to predict job performance and should not be used in selection)

  •  

     Employment Interviewing method

    • Non directive/unstructured - an interview where the applicant is allowed the maximum amount of freedom in determining the course of discussion, while the interviewer carefully refrains from influencing the applicants remarks

    • Structured interview - an interview in which a set of standardized questions with an established set of answers is used

      • Situational interview - an interview in which applicant is given a hypothetical incident and asked how they would respond

      • Behavioural descriptive interview (BDI) - applicant asked questions on what they did in given situation

  •  

     Reference checks

     • The most reliable information usually comes from previous supervisors, who are

    in the best position to report on an applicant’s work performance

    • Despite their reluctance, organizations should feel free to evaluate their former

    employees because they cannot be sued by those former employees so long as

    the information provided is accurate—the legal concept of “qualified privilege”

    protects employers from defamation lawsuits

     

    Background checks

     • For example, checks for previous employment history, academic qualifications,

    criminal record

    • Organizations using Internet searches to uncover background information on

    Candidates

     

    Credit checks

     • For example, for positions of trust, such as those involving financial responsibility

    or perhaps in positions such as chief financial officer

     

     Pre employment tests

    • Job knowledge tests - have been found to be predictive of job performance

    • Work Sample Tests - cost effective, reliable, valid, fair, and acceptable to applicants

    • Cognitive ability tests - robust predictor of performance across a wife variety of jobs

    • Polygraph tests - lack of reliability as well as negative applicant reactions are important reasons these test should be avoided

    • Honesty and integrity test - good predictor of job performance and do not have problematic differences in scores for protected group members

    • Physical ability tests - tests should be carefully determines on the basis of the essential functions of the job with a representative and diverse group of employees

    • Medical examination - can be conducted only after an offer

    • drug testing - human rights tribunals and courts have imposed very strict limitations on the right of employers to require drug tests

    • Assessment centers - process by which individuals are evaluated as they participate in a series of situations that resemble what they might encounter on the job



 Criterion Related Validity - the extent to which a selection tool predicts or significantly corelates with important elements of work behaviour

  
 Content validity - the extent to which a selection instrument such as a test adequately samples the knowledge and skills needed to preform particular job tasks

 

Construct Validity - the extent to which a selection tool measures a theoretical construct or trait

 

Decision Making

  • Clinical approach - bases of job understanding

  • Statistical - identify most valid predictor and weighting them

    • Compensatory

    • multiple cutoff  model

    • Multiple hurdle