1. 1 Staffing and Human Resource Management

2. 2 Learning Outcomes Describe the human resource management process Discuss the influence government regulations on human resource decisions Differentiate between descriptions and job specifications Contrast recruitment and downsizing options Explain the importance of validity and reliability in selection Describe the selection devices that work best with various kinds of jobs

3. 3 Learning Outcomes Identify various training methods Explain the various techniques managers can use in evaluating employee performance Describe the goals of compensation administration and factors that affect wage structures Explain what is meant by the terms sexual harassment, family-friendly benefits, labour- management cooperation, workplace violence, and layoff-survivor sickness

4. 4 Human Resource Management Process Human Resource Planning Recruitment or Downsizing Selection of Employees Orientation Training and Development Performance Appraisals Safety and Health Compensation and Benefits Competent High-Performing Workers

5. 5 The Legal Environment of HRM Provincial and Federal Legislation EmploymentEquityDiscriminationHarassment

6. 6 Employment Equity - equal opportunities for people of designated groups who had been historically disadvantaged in employment--health and safety, or discrimination and harassment, organizations are expected to treat people in a fair and unbiased fashion This approach focuses on setting goals and action plans to achieve a workforce composition that is reflective of demographic patterns in the geographical area of the company. The Legal Environment of HRM

7. 7 Human Resource Planning Making a Future Assessment Making a Current Assessment Designing a Future Program

8. 8 Human Resource Planning human resource inventory to assess what talents and skills are currently available in the organization. Job analysis which is an assessment of the types of skills, knowledge, and abilities needed to successfully perform each job in the organization. Information gathered during job analysis allows management to develop: a written job description that states what a jobholder must do, plus how and why it is done. The job description will contain a job specification which is statement about the minimum knowledge, skills, and abilities that a worker must possess to perform the job successfully.

9. 9 Recruitment Process of locating, identifying, and attracting capable candidates Process of locating, identifying, and attracting capable candidates Can be for current or future needs Can be for current or future needs

10. 10 RecruitmentSources InternalSearches EmployeeReferrals EmployeeLeasingTempServices EmploymentAgencies Advertisements SchoolPlacement

11. 11 FiringLayoffs and Attrition TransfersReducedWorkweeks JobSharingEarlyRetirements Downsizing Options

12. 12 Selection Prediction exercise Decision-making exercise Purpose is to hire the person(s) best able to meet the needs of the organization

13. 13 Reject Error Correct Decision Accept Error Correct Decision Selection Decision AcceptReject Successful Unsuccessful Later Job Performance Selection Decision Outcomes

14. 14 Reliability Degree to which selection tool measures the same thing consistently Degree to which selection tool measures the same thing consistently Can be a test or an interview Can be a test or an interview

15. 15 Validity Relationship between selection tool and appropriate criterion Relationship between selection tool and appropriate criterion Must be proven and relevant to job Must be proven and relevant to job

16. 16 SelectionDevices PerformanceSimulations WrittenTests

17. 17 Selection Devices Written Tests - can include tests of intelligence, personality, aptitude, ability, interest, and integrity. Written Tests - can include tests of intelligence, personality, aptitude, ability, interest, and integrity.

18. 18 Selection Devices Performance Simulations - performance- simulation tests meet the requirement of job relatedness better than do written tests. Work sampling and assessment centres are the two best known types. Performance Simulations - performance- simulation tests meet the requirement of job relatedness better than do written tests. Work sampling and assessment centres are the two best known types.

19. 19 The Effectiveness of Interviews Prior knowledge about an applicant Prior knowledge about an applicant Attitude of the interviewer Attitude of the interviewer The order of the interview The order of the interview Negative information Negative information The first five minutes The first five minutes The content of the interview The content of the interview The validity of the interview The validity of the interview Structured versus unstructured interviews Structured versus unstructured interviews

20. 20 Well-MatchedApplicants RealisticExpectations IncreasedCommitment Realistic Job Previews

21. 21 Employee Orientation Familiarization to Organization and its Values Improved Success On the Job Minimizes Turnover

22. 22 Employee Training What deficiencies, if any, does job holder have in terms of skills, knowledge, abilities, and behaviours? What behaviours are necessary? Is there a need for training? What are the strategic goals of the organization? What tasks must be completed to achieve goals?

23. 23 TrainingMethods JobRotation SimulationExercises ClassroomLectures UnderstudyAssignments VestibuleTraining Films and Videos

24. 24 Performance Management Process of establishing performance standards and evaluating the performance Process of establishing performance standards and evaluating the performance Means to ensure organizational goals are being met Means to ensure organizational goals are being met

25. 25 MultipersonGraphic Rating Scales CriticalIncidentsWrittenEssay BARS Performance Appraisal Methods 360-DegreeAppraisalMBO

26. 26 Performance Appraisal Methods Written Essay - Written essays that describe an employee’s performance and suggestions for improvement require no complex forms or extensive training Written Essay - Written essays that describe an employee’s performance and suggestions for improvement require no complex forms or extensive training Critical Incidents - critical incidents method, the appraiser writes down what an employee did that was especially productive or counterproductive. The key is to cite specific and key behaviours. Critical Incidents - critical incidents method, the appraiser writes down what an employee did that was especially productive or counterproductive. The key is to cite specific and key behaviours. Graphic - Graphic -

27. 27 Rating Scales Rating Scales - With graphic rating scales, performance factors are listed such as quantity and quality of work, depth of knowledge, or initiative. The appraiser then rates each factor on an incremental scale. This method cannot provide the depth of information of essays or critical incidents, but it is less time consuming to develop and administer, and yields results that can be quantified. BARS BARS - Behaviorally anchored rating scales BARS combine the critical incidents and graphics rating scale approaches. The appraiser rates employees on items along a continuum. The points along the scale are examples of actual on-the-job behaviour rather than general descriptions or traits Performance Appraisal Methods

28. 28 Multi-person Multi-person - Group order ranking requires the rater to place employees into a particular classification, such as the top one-fifth. Individual ranking orders employees from best to worst. Paired comparisons rank each employee with all other employees and rates each as either the weaker or superior member of the pair. MBO MBO - evaluates employees on how well they accomplish a specific set of objectives that have been determined to be critical in the successful completion of their jobs 360-Degree Appraisal 360-Degree Appraisal - seeks feedback for the person being rated from a variety of sources: such as peers, supervisors, and customers Performance Appraisal Methods

29. 29 EmployeeCounsellingDisciplineProblems Performance Problems on the Job

30. 30 Compensation Administration Process of determining cost-effective pay structure Designed to attract and retain Provide an incentive to work hard Structured to ensure that pay levels are perceived as fair

31. 31 Designed to EnrichEmployees’LivesNon-financialRewards Employee Benefits

32. 32 WorkforceDiversity SexualHarassment Current HRM Issues

33. 33 Family-FriendlyBenefits Unions and Management Current HRM Issues

34. 34 WorkplaceViolence Survivors of Layoffs Current HRM Issues