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Day 2 – Afternoon Presentation Course Check-up Company reflections? Imagine that you are the new HR director - recommendations (based on sound evidence)

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Presentation on theme: "Day 2 – Afternoon Presentation Course Check-up Company reflections? Imagine that you are the new HR director - recommendations (based on sound evidence)"— Presentation transcript:

1 Day 2 – Afternoon Presentation Course Check-up Company reflections? Imagine that you are the new HR director - recommendations (based on sound evidence)

2 HRM Reality Implications to Employers Recruiting Retention Rouse - how to keep employees committed and energized Redeveloping Skills

3 Managing Employee Relations Focus on Flexibility Focus on Communication Focus on Counseling / Coaching Focus on Involvement Focus on Diversity Focus on Stress Focus on Progressive dismissal and Wrongful dismissal Focus on Downsizing

4 Employee Relations Why focus here? 1) improves productivity - monitor attitudes, skills, quality of work environment allows for quick adjustments 2) align company goals - personal goals 3) reduces costs - shows concern and interest and thus reduces employee anger / apathy 4) develop employee assets - improves skill level of important asset

5 Key Dimensions Employee Involvement Employee Discipline Employee CounselingEmployee Rights Employee Communication

6 Develop Commitment - Flexible Work Place Work-week – what does it mean now? Flextime Job sharing Permanent-part time Telecommuting Phased retirement Employee leasing Key-timing What are the Pro’s and Con’s of Each? Which ones would Your companion company be interested in and why?

7 Employee Communications Downward What ways could be used? What is most effective and why? Upward What ways could be used? What do you think is most effective? Coaching / Counseling

8 What is Coaching? A helping relationship between a: Client and External Coach Subordinate and Superior Coach The Coach uses a variety of methods to help the client or subordinate achieve a mutually identified set of goals to improve professional performance and personal satisfaction. “Individual development with organizational benefits”

9 How does Coaching Work? One on One Relationship Coach acts as a: Counselor Expert advisor Facilitator Mentor Combination of them all Current State + Transform through Coaching = Improved individual / organizational performance

10 Giving Feedback Specific Descriptive Provide PEP Praise, Evaluation, Praise Own and Employees View Direct it towards Behavior that can be changed Well timed Clearly understood Commitment to Change (if needed) Communication

11 Employee Counseling Employee Assistance Program Advice Reassurance Communication Release of emotional tension Clarify thinking Reorientation Key - confidential

12 Commitment Help them feel Powerful Strengthen Others Rewards the Right Things

13 Examining Commitment Did I feel more or less capable of getting extraordinary things done? More capableLess capablePerformance and desire increaseddesire decreased Commitment

14 Self-Check Powerless Times As Past President of an organization I could not keep two provinces from leaving the association. Powerful Times As President of an organization I was able to change our financial picture from red to black. Commitment

15 Make constituents feel powerful Provide Choice Develop Competence Assign Critical Tasks Offer Visible Support Provide PEP Praise, Evaluation, Praise Commitment

16 Employee Rights To privacy To fair treatment For a safe work environment

17 Employee Involvement Quality of Work Life Humanization of work Quality Circles Ergonomics Codetermination Self-directed work teams High Involvement work practices

18 Diversity What does this term mean to you? Why should we embrace / celebrate it?

19 Diversity Issues

20 Diversity Awareness Individually list the games that you played as a youth (ages 6 - 10) Men what were they? Women what were they? Common Descriptors?

21 Lessons from the Games We Played Men Hierarchy Do what told Showoff / Centre stage Deal with authority Make it up Competition - conflict Short-term games Women Equals Take turns Hide / deflect credit Be nice Be sure Cooperation - discuss Long-term games

22 Lessons Learned We approach things differently Vive la difference! Value Diversity

23 Ensuring Safety and Health at the Workplace

24 Assumption of Risk An obsolete attitude toward accident prevention where the worker accepted all the customary risks and unsafe practices.

25 Careless Worker / Shared Responsibility Models Careless Worker Model An early approach to safety in the workplace assuming accidents were due to workers’ carelessness. Shared Responsibility Model An approach to workplace safety that relies on the cooperation of employer and employees. Management Responsibility Model An approach where those at the top take full responsibility for safety.

26 Workplace Stress The harmful physical and emotional responses that can happen when there is a conflict between job demands of the employee and the amount of control the employee has over meeting those demands. Job demands > Employee control

27 Major Causes of Workplace Stress Relationships at Work Supervisors/co-workers/subordinates Threat of violence, harassment, and so on Organizational Climate Participation (or non-participation) in decision making Management style Communication patterns Overall job satisfaction

28 Actions to Reduce Stress Ensure that an employee’s workload is compatible with the individual’s capabilities and resources Design jobs to provide meaningful opportunities for employees to use their skills Clearly define employee roles and responsibilities Provide workers with the opportunity to participate in decision making Improve the communications process Increase opportunities for social interaction among employees Develop appropriate work schedules Train managers and employees to be sensitive to the symptoms of stress Establish a stress management policy

29 Dismissal Issues Wrongful dismissal Determining “Just Cause” Constructive Dismissal Reasonable Notice Employee Severance

30 Employee Discipline Preventive Discipline management must build an appropriate climate How? Corrective Discipline to Reform, to Deter, to Maintain standards Key - Due Process Progressive Discipline levels

31 Job Security Why Layoffs / Downsizing are used Mergers & acquisitions Technology innovations Competitive / depressed market Poor management Rising costs / lower revenues

32 Downsizing Issues it is a fairly common practice it “hurts” it is usually a reactive process - short term strategy Positives lowers costs; increases productivity; leaner decision making; increases flexibility / responsiveness Negatives strain on all; severance costs; litigation; re-training survivors; communication breakdown; loss of loyalty / image; loss of knowledge; poor performance

33 HRM and Downsizing Implement all non- employment cost reductions first Employee Concessions reduce work schedules; hiring freeze; pay cuts; voluntary leaves Voluntary Separations

34 HRM & Downsizing Plan Involve workers / union Document Communicate Determine critical positions Evaluate employees Implement separations provide support denial; anger; bargaining; depression; acceptance

35 HRM - Downsizing Post Hiring freeze new hiring standards Redo pay and appraisal systems focus on cross- training job redesign

36 Case: Attitude Survey Read the Case Answer the question Draw from the material presented in this session to frame your answer Summary Jennifer Marakkesh – Director of HR Main Hospital Attitude survey – results were “informative” Draw from it to make recommendations as to what to do to alleviate the Burnout and Turnover problems

37 Next Day Office Hours?

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