1. Chapter Eleven Human Resource Management: Finding and Keeping the Best Employees Copyright © 2014 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin

2. HUMAN RESOURCE MANAGEMENT (HRM) Human Resource Management -- The process of determining human resource needs and then recruiting, selecting, developing, motivating, evaluating, compensating and scheduling employees to achieve organizational goals. HRM’s role has grown because: 1. Increased recognition of employees as a resource. 2. Changes in law that rewrote old workplace practices. 11-2

3. HUMAN RESOURCE MANAGEMENT 11-3

4. UNCOVERING the SECRETS of HRM Things Your HR Manager Does Not Tell You We’re short-staffed and under pressure too. We’re not always going to be able to help in the way you hope. We can help you move up the career ladder. What you post on Facebook can get you fired.post on Facebook Source: Smart Money, May 2010. 11-4

5. DEVELOPING the FIRM’S ULTIMATE RESOURCE Service and high-tech manufacturing requires employees with highly technical job skills. Such workers are scarce, making recruiting and retention more important and more difficult. The human resource job is now the job of all managers in an organization. 11-5

6. 11-6 HR & Legal Issues

7. CIVIL RIGHTS ACT of 1964 Title VII prohibits discrimination in hiring, firing, compensation, apprenticeships, training, terms, conditions or privileges of employment based on:  Race  Religion  Creed  Sex  Age  National Origin 11-7

8. 1972 EQUAL EMPLOYMENT OPPORTUNITY ACT (EEOA) Strengthened the Equal Employment Opportunity Commission (EEOC). Gave EEOC the right to issue workplace guidelines for acceptable employer conduct. EEOC could mandate specific recordkeeping procedures. EEOC was vested with the power of enforcement. 11-8

9. CONTROVERSIAL PROCEDURES of the EEOC Affirmative Action -- Policy designed to “right past wrongs” by increasing opportunities for minorities and women in the workplace. Reverse Discrimination -- Discrimination against whites or males in hiring or promoting. These policies have been at the center of many debates and lawsuits. 11-9

10. CIVIL RIGHTS ACT of 1991 and OFCCP Civil Rights Act of 1991  Amended Title VII and gave victims of discrimination the right to a jury trial and possible damages. Office of Federal Contract Compliance Programs (OFCCP)  Ensures that employers doing business with the federal government comply with the nondiscrimination and affirmative action laws. 11-10

11. LAWS PROTECTING EMPLOYEES with DISABILITIES Americans with Disabilities Act of 1990 (ADA)  Requires employers to give applicants with physical or mental disabilities the same consideration for employment as people without disabilities.  Passage in 2008 of Americans with Disabilities Amendments Act expanded protection.  2011 saw new regulations that widen the range of disabilities covered by the ADA and shift the burden of proof of disability from employees to employers. 11-11

12. AGE DISCRIMINATION in EMPLOYMENT ACT (ADEA) Age Discrimination in Employment Act (ADEA) Protects workers 40 and older from employment and workplace discrimination in hiring, firing, promotion, layoff, compensation, benefits, job assignments and training. 11-12

13. MINDING the LAW in HRM Employers must know the law and act accordingly. Legislation affects all areas of HRM. Court cases highlight that sometimes it’s proper to go beyond providing equal rights. Changes in law and legislation occur regularly. 11-13

14. 5 STEPS in the Human Resource Planning Process HUMAN RESOURCE MANAGEMENT HR Must Plan for the Future 11-14

15. STEPS in the HUMAN RESOURCE PLANNING PROCESS 1.Preparing a human resource inventory of employees. 2.Preparing a job analysis. 3.Assessing future human resource demand. 4.Assessing future labor supply. 5.Establishing a strategic plan. 11-15

16. WHAT’S a JOB ANALYSIS? Job Analysis -- A study of what employees who holds various job titles do. Job Description -- Specifies the objectives of the job, the type of work, the responsibilities and duties, working conditions and relationship to other jobs. Job Specifications -- A summary of the minimal education and skills needed to do a particular job. 11-16

17. HUMAN RESOURCE MANAGEMENT (HRM) The process of determining human resource needs and then recruiting, selecting, developing, motivating, evaluating, compensating and scheduling employees to achieve organizational goals. 11-17

18. RECRUITING EMPLOYEES Recruitment -- The set of activities for obtaining the right number of qualified people at the right time. Human resource managers use both internal and external sources to recruit employees. Small businesses often make use of web sources like CareerBuilder and Monster to recruit employees.CareerBuilderMonster 11-18

19. RECRUITING EMPLOYEES 11-19 Recruiting Internal Less expensive Maintains morale External

20. EMPLOYEE SOURCES 11-20

21. THE HIRING PROCESS: SELECTION 11-21

22. SELECTION Selection -- The process of gathering information and deciding who should be hired, under legal guidelines, to fit the needs of the organization and individuals. 11-22

23. STEPS in the SELECTION PROCESS 1. Obtaining complete application forms 2. Conducting initial and follow-up interviews 3. Giving employment tests 4. Conducting background investigations 5. Obtaining results from physical exams 6. Establishing trial (probationary) work periods 11-23

24. OOPS! Areas Where Job Applicants Make Mistakes Source: USA Today, www.usatoday.com.www.usatoday.com 11-24

25. CONTINGENT WORKERS 11-25

26. HIRING CONTINGENT WORKERS Contingent Workers -- Workers who do not have an expectation of regular, full-time employment. Include part-time and temporary workers, seasonal workers, independent contractors, interns and co-op students. There are about 5.7 million contingent workers in the U.S. Majority of contingent workers are under 25. 11-26

27. WHY HIRE CONTINGENT WORKERS? Companies hire contingent workers:  When full-time workers are on leave  During periods of peak demand  In uncertain economic times  To save on employee benefits  To screen candidates for future employment 11-27

28. STUDENTS and the CONTINGENT WORKFORCE With temporary staffing agencies, companies have easier access to screened workers. Worker information is entered into their databases. When students come back to town, they can call the agency and ask them to put their names into the system for work. 11-28

29. TRAINING and DEVELOPING EMPLOYEES 11-29

30. TRAINING and DEVELOPING EMPLOYEES Training and Development -- All attempts to improve productivity by increasing an employee’s ability to perform. Training – short-term skill oriented. Development – long-term career oriented. 11-30

31. MOST COMMONLY USED TRAINING and DEVELOPMENT ACTIVITIES Orientation On-the-Job Training Apprenticeships Off-the-Job Training Online Training Vestibule Training Job Simulation 11-31

32. DEVELOPING EFFECTIVE MANAGERS Management Development -- The process of training and educating employees to become good managers and tracking the progress of their skills over time. Management training includes:  On-the-job coaching  Job rotation  Off-the-job courses and training 11-32

33. WHY GOOD EMPLOYEES QUIT Source: Robert Half International Management Development 11-33

34. USING NETWORKS and MENTORING Networking -- Establishing and maintaining contacts with key managers in and out of the organization and using those contacts to develop relationships. Mentors -- Managers who supervise, coach and guide selected lower-level employees by acting as corporate sponsors. Networking and mentoring go beyond the work environment. 11-34

35. APPRAISING PERFORMANCE ON THE JOB 11-35

36. APPRAISING PERFORMANCE on the JOB Performance Appraisal -- An evaluation that measures employee performance against established standards in order to make decisions about promotions, compensation, training or termination. 11-36

37. APPRAISING PERFORMANCE on the JOB A 360-degree review gives managers opinions from people at different levels to get a more accurate idea of the worker’s ability. 11-37

38. 11-38 1.Establish Standards Understandable Measurable Reasonable  Communicate Standards  Evaluate Performance  Discuss Results  Take Corrective/Reward Action – if necessary  Use Results to Make Decisions SIX STEPS of PERFORMANCE APPRAISALS

39. MAJOR USES of PERFORMANCE APPRAISALS Identify training needs Use as a promotion tool Recognize worker’s achievements Evaluate the firm’s hiring process Judge the effectiveness of the firm’s orientation process Use as a basis for possible termination of a worker 11-39

40. COMPENSATION 11-40

41. COMPENSATION PROGRAMS A managed and competitive compensation program helps:  Attract the kinds of employees the business needs.  Build employee incentive to work efficiently and productively.  Keep valued employees from going to competitors or starting their own firm.  Provide employee financial security through wages and fringe benefits. 11-41

42. TYPES of PAY SYSTEMS Salary Hourly Wage/Day Work Piecework System Commission Plans Bonus Plans Profit Sharing Plans 11-42

43. COMPENSATING TEAMS Team-based pay programs are more challenging than individual pay systems. 11-43

44. FRINGE BENEFITS on the JOB Fringe Benefits -- Sick leave, vacation pay, pension and health plans that provide additional compensation to employees beyond base wages. In 1929, Fringe benefits accounted for less than 2% of payroll cost. Today it’s about 30%. Healthcare has been the most significant increase in fringe benefit cost. 11-44

45. The RANGE of FRINGE BENEFITS Fringe benefits include incentives like:  Company cars  Country club memberships  Recreation facilities  Special home mortgage rates  Paid and unpaid sabbaticals  Day-care and elder care services  Dental and eye care  Legal counseling  Short or compressed work weeks 11-45

46. SPECIAL PERKS at DREAMWORKS Free DVDs and screenings of current films. Free breakfast and lunch plus dinner when working late. Free snack rooms on every floor. Profit sharing. Ping-Pong and poker tournaments during work hours. 11-46

47. CAFETERIA-STYLE and SOFT BENEFITS Cafeteria-Style Fringe Benefits -- Allow employees to choose the benefits they want (up to a certain dollar amount). Soft Benefits include:  Onsite haircuts and shoe repair  Concierge services  Free meals at work  Doggie daycare  Onsite farmer’s markets 11-47

48. FLEXIBLE SCHEDULING PLANS 11-48

49. USING FLEXTIME PLANS Flextime Plan -- Gives employees some freedom to choose which hours to work as long as they work the required number of hours. Most flextime plans require Core Time -- When all employees are expected to be at their job stations. Flextime is hard to incorporate into shift work and managers have to work longer hours. 11-49

50. COMPRESSED WORK WEEKS Employees enjoy long weekends after working long days. Productivity is a concern. Nurses and firefighters often work compressed work weeks. 11-50

51. A FLEXTIME CHART 11-51

52. JOB SHARING Job Sharing -- Lets two or more part-time employees share on a full-time job. Provides employment opportunities for many people who cannot work full time. Workers tend to be enthusiastic and productive. Absenteeism and tardiness are reduced. Employers can schedule part-time workers in peak demand periods. 11-52

53. MOVEMENT of EMPLOYEES Employees are promoted Employees are reassigned. Employees are terminated due to performance or economic situations. Employees resign Employees retire. 11-53

54. TERMINATING EMPLOYEES As the economic crisis grew, more and more employers have had to lay off employees. Even when the economy is booming, employers are hesitant to hire full-time workers because of the cost of termination. Firing employees is more difficult for employers because of laws preventing termination for certain acts. 11-54