1. * * Chapter Eleven Human Resource Management: Finding and Keeping the Best Employees Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

2. * * CHALLENGES in FINDING HIGH-LEVEL WORKERS A shortage of trained workers in key areas Worker shortage in skilled trades Changes in employee attitudes about work A declining economy with fewer full-time jobs Expanding global markets with low-wage workers Increasing benefit demands and benefit costs A decreased sense of employee loyalty LG1 The Human Resource Challenge 11-2

3. * * 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 LG2 Laws Affecting Human Resource Management 11-3

4. * * HUMAN RESOURCE PLANNING PROCESS Determining a Firm’s Human Resource Needs LG3 Preparing a human resource inventory of employees. Preparing a job analysis. Assessing future human resource demand. Assessing future labor supply. Establishing a strategic plan. 11-4

5. * * RECRUITING EMPLOYEES Recruiting Employees from a Diverse Population LG4 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. 11-5

6. * * EMPLOYEE SOURCES LG4 Recruiting Employees from a Diverse Population 11-6

7. * * SELECTION Selecting Employees Who Will be Productive LG5 Selection -- The process of gathering information and deciding who should be hired, under legal guidelines, to fit the needs of the organization and individuals. 11-7

8. * * TRAINING and DEVELOPING EMPLOYEES Training and Developing Employees for Optimum Performance LG6 Training and Development -- All attempts to improve productivity by increasing an employee’s ability to perform. Training focuses on short-term skills. Development focuses on long-term abilities. 11-8

9. * * MOST COMMONLY USED TRAINING and DEVELOPMENT ACTIVITIES Training and Developing Employees for Optimum Performance LG6 Orientation On-the-Job Training Apprenticeships Off-the-Job Training Online Training Vestibule Training Job Simulation 11-9

10. * * DEVELOPING EFFECTIVE MANAGERS Management Development LG6 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  Understudy positions  Job rotation  Off-the-job courses and training 11-10

11. * * COMPENSATION PROGRAMS Compensating Employees: Attracting and Keeping the Best LG8 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.  Maintain a competitive market position by keeping costs low due to high productivity from a satisfied workforce.  Provide employee financial security through wages and fringe benefits. 11-11

12. * * TYPES of PAY SYSTEMS Pay Systems LG8 Salary Hourly Wage/Day Work Piecework System Commission Plans Bonus Plans Profit Sharing Plans Gain-Sharing Plans Stock Options 11-12

13. * * FLEXIBLE SCHEDULING PLANS Scheduling Employees to Meet Organizational and Employee Needs LG9 Flextime Plan -- Gives employees some freedom to choose which hours to work as long as they work the required number. Compressed Work Week -- Employees work the full number of work hours, but in fewer than the standard number of days. Job Sharing -- Lets two or more part-time employees share on a full-time job. 11-13