Part 5 Staffing Activities: Employment

Slides:



Advertisements
Similar presentations
Job Analysis and Rewards
Advertisements

International Human Resources Management
Internal Recruitment CHAPTER SIX Screen graphics created by:
3-1 CHAPTER THREE Planning Screen graphics created by: Jana F. Kuzmicki, PhD Troy State University-Florida and Western Region McGraw-Hill/Irwin © 2006.
5-1 Copyright ©2010 Pearson Education, Inc. publishing as Prentice Hall Recruiting and Selecting Employees Chapter 5.
CHAPTER 12 Final Match. Requirements for an Enforceable Contract Offer Acceptance Consideration.
Part 2 Support Activities
Part 6: Staffing System and Retention Management
Part 5 Staffing Activities: Employment
Final Match CHAPTER TWELVE Screen graphics created by:
Strategic Staffing Chapter 1
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Internal Auditing and Outsourcing
Strategic Staffing Chapter 1 – Strategic Staffing
Chapter 13 Staffing System Administration McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc., All Rights Reserved.
Part 2 Support Activities
Part 2 Support Activities
Defining Competitiveness
Using Employer Image & Brand to attract talent
12-1 Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Part 1 The Nature of Staffing
Part 1 The Nature of Staffing
Part 6: Staffing System and Retention Management
Introduction to Human Resources. The HR manager as a strategic business partner n Three dimensions are critical in the design and practice of HR.
5 Planning For and Recruiting Human Resources What do I Need to Know?
HUMAN RESOURCE MANAGEMENT
FHF McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
Part 3 Staffing Activities: Recruitment
Hiring Decisions MANA 4328 Dennis C. Veit
Recruiting in Labor Markets Chapter 6 6–2 Strategic Recruiting Decisions Sample Sample Organization-Based vs. Outsourced Recruiting Recruiting Presence.
Human Resource Management ELEVENTH EDITON
Staffing System and Retention Management
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 7-1 Defining Competitiveness Chapter 7.
Employment. Organization Strategy HR and Staffing Strategy Staffing Policies and Programs Staffing System and Retention Management Support Activities.
Part 6: Staffing System and Retention Management
Part 1 The Nature of Staffing Staffing Models and Strategy Copyright © 2009 by The McGraw-Hill Companies, Inc., All Rights Reserved.
3-1 Human Resources Planning Ir. Rr. HERMIEN TRIDAYANTI, MM.
Selection 1- Measurement 2- External. Organization Strategy HR and Staffing Strategy Staffing Policies and Programs Staffing System and Retention Management.
The Nature of Staffing HR-302 CLASS -1. Outline Nature of Staffing  The Big Picture  Definition of Staffing  Implications of Definition Staffing Models.
Human Resource Staffing and Performance Management Introduction
Staffing Organizations
Part 1 The Nature of Staffing Chapter 1: Staffing Models and Strategy McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc., All Rights.
Part 2 Support Activities Chapter 03: Planning McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
Part 2 Support Activities Chapter 4: Job Analysis and Rewards McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc., All Rights Reserved.
Part 2 Support Activities Chapter 3: Planning McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc., All Rights Reserved.
Chapter 12 Career Planning & Development McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc., All Rights Reserved.
Part 3 Staffing Activities: Recruitment
Chapter 6 Training Evaluation
Human Resource Staffing and Performance Management Introduction
12-1 McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. CHAPTER TWELVE Final Match Screen graphics created by: Jana F. Kuzmicki,
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 7-1 Defining Competitiveness Chapter 7.
1-1 McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. Chapter 1: Staffing Models and Strategy Part 1 The Nature of Staffing.
1 st Class Staffing – An Overview McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc., All Rights Reserved.
Part 1 The Nature of Staffing Chapter 1: Staffing Models and Strategy McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc., All Rights.
Chapter 11: Decision Making Chapter 12: Final Match McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc., All Rights Reserved.
© BLR ® —Business & Legal Resources 1501 Essential HR For Those Who Have Recently Assumed HR Responsibilities.
Background/Reference Checking HR400 Unit 8 Seminar.
Part 2 Support Activities Chapter 04: Job Analysis and Rewards McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
Part 5 Staffing Activities: Employment Chapter 09: Decision Making & Final Choice McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc.,
Part 4 Staffing Activities: Selection
Part 6: Staffing System and Retention Management
Part 6: Staffing System and Retention Management
Part 3 Staffing Activities: Recruitment
Part 1 The Nature of Staffing
Chapter 13 Staffing System Administration
Job Analysis CHAPTER FOUR Screen graphics created by:
The Medical Assistant as Human Resources Manager
Jean Phillips & Stanley Gully 1-1 Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall.
Part 1 The Nature of Staffing
TERMS AND CONDITIONS   These PowerPoint slides are a tool for lecturers, and as such: YOU MAY add content to the slides, delete content from the slides,
Presentation transcript:

Part 5 Staffing Activities: Employment Chapter 12: Final Match McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc., All Rights Reserved.

Staffing Organizations Model Mission Goals and Objectives Organization Strategy HR and Staffing Strategy Staffing Policies and Programs Support Activities Core Staffing Activities Legal compliance Recruitment: External, internal Planning Selection: Measurement, external, internal Job analysis Employment: Decision making, final match Staffing System and Retention Management 12-2

Chapter Outline Employment Contracts Job Offers Job Offer Process Requirements for Enforceable Contract Parties to Contract Form of Contract Disclaimers Contingencies Other Employment Contract Sources Unfulfilled Promises Job Offers Strategic Approach to Job Offers Job Offer Content Job Offer Process Formulation of Job Offer Presentation of Job Offer Job Offer Acceptance and Rejection Reneging New Employee Orientation & Socialization Orientation Socialization Examples of Programs Legal Issues Authorization to Work Negligent Hiring Employment-at-Will

Discussion Questions for This Chapter If you were the HR staffing manager for an organization, what guidelines might you recommend regarding oral and written communication with job applicants by members of the organization? If the same job offer content is to be given to all offer receivers for a job, is there any need to use the strategic approach to job offers? Explain. What are the advantages and disadvantages to the sales approach in the presentation of the job offer? What are examples of orientation experiences you have had as a new hire that have been particularly effective (or ineffective) in helping to make the person/job match happen? What are the steps an employer should take to develop and implement its policy regarding employment-at-will?

Employment Contracts Requirements for enforceable contract Parties to contract Form of contract Disclaimers Contingencies Other employment contract sources Unfulfilled promises

Employment Contracts Requirements for enforceable contract Offer Acceptance Consideration Parties to contract Employee or independent contractor Third parties

Employment Contracts (continued) Form of contract Written contract Does the company mean to be held to this? Where appropriate, avoid using words that imply binding commitment. Make sure all related documents are consistent with one another. Always have a second person review what another has written. Look at the entire hiring procedure. Oral contract One-year rule Parole evidence Suggestions

Employment Contracts (continued) Disclaimers Oral or written statement explicitly limiting an employee right and reserving that right for employer Recommendations for enforcement Clearly stated and conspicuously placed in appropriate documents. Employee should acknowledge receipt and review of the document and the disclaimer. Should state that it may be modified only in writing and by whom. The terms and conditions of employment, including the disclaimer, as well as limits on their enforceability, should be reviewed with offer receivers and employees.

Employment Contracts (continued) Contingencies Extending a job offer contingent on certain conditions being fulfilled by offer receiver Other employment contract sources Employee handbooks Oral statements made by employer representatives

Employment Contracts (continued) Unfulfilled promises Organizational HR issues Do not make promises unwilling to keep Be sure promises made are kept Potential legal claims Breach of contract Promissory estoppel Fraud

Discussion questions If you were the HR staffing manager for an organization, what guidelines might you recommend regarding oral and written communication with job applicants by members of the organization?

Job Offers Strategic Approach to Job Offers Job offer content

Ex. 12.1: Strategic Approach to Job Offers

Job Offer Content Starting date Duration of contract Compensation Starting pay Flat vs. differential rates Exh. 12.2: Example of Starting Pay Policies Variable pay Short term Long term Benefits - Ex. 12.3 Hours Special hiring inducements Hiring bonuses Relocation assistance Hot skill premiums Severance packages Restrictions on employees Other terms and conditions Acceptance terms Sample job offer letter-Ex. 12.4

Job Offer Process Formulation of job offer Presentation of job offer Job offer acceptance and rejection Reneging

Formulation of Job Offer Knowledge of competitors Labor demand issues Who are the competitors? What terms and conditions are they offering for the job for which the hiring organization is staffing? Labor supply issues Offers need to attract number of staff required Offers need to consider KSAOs of each offer receiver and the worth of the KSAOs

Formulation of Job Offer (continued) Applicant truthfulness Minimal evidence exists on degree of applicant truthfulness To combat deceit, organizations are pursuing verification of all applicant information Likely reactions of offer receivers Approaches to assess reactions to offers Gather information about various preferences from offer receiver during recruitment/selection process Conduct research on why offer receivers accept or decline job offers

Formulation of Job Offer (continued) Policies on negotiations and initial offers Job offers occur for both external / internal staffing Consider costs of job offer being rejected by candidate Candidates may be receiving counteroffers from current employer Currently employed candidates incur costs for leaving and expect a “make whole” offer Candidates are sophisticated in presenting their demands

Formulation of Job Offer (continued) Strategies for presenting initial offer Lowball offering the lower bounds of terms and conditions to the receiver Competitive an offer that is “on the market,” neither too high nor too low Best shot gives a high offer, one right at the upper bounds of feasible terms and conditions

Presentation of Job Offer Two approaches Mechanical approach Sales approach

Job Offer Process: Acceptance, Rejection, Reneging By organization By offer receiver Reneging Exh. 12.6: The messy process of reneging

Discussion questions If the same job offer content is to be given to all offer receivers for a job, is there any need to use the strategic approach to job offers? Explain. What are the advantages and disadvantages to the sales approach in the presentation of the job offer?

New Employee Orientation and Socialization Exh. 12.8: New Employee Orientation Program Suggestions Socialization Content People Performance proficiency Organization goals and values Politics Language History Delivery

Discussion questions What are examples of orientation experiences you have had as a new hire that have been particularly effective (or ineffective) in helping to make the person/job match happen?

Legal Issues Authorization to work Negligent hiring Employment-at-will Under IRCA, company is prohibited from hiring or continuing to employ an alien not authorized to work in U.S. Negligent hiring Workplace torts issue involving claims by an injured plaintiff that plaintiff was harmed by an unfit employee who was negligently hired by company Employment-at-will Involves right of either employer or employee to unilaterally terminate employment relationship

Discussion questions What are the steps an employer should take to develop and implement its policy regarding employment-at-will?

Ethical Issues Issue 1 A large financial services organization is thinking of adopting a new staffing strategy for entry into its management training program. The program will provide the trainees all the knowledge and skills they need for their initial job assignment after training. So the organization has decided to do college recruiting at the end of the recruiting season, hiring those who have not been fortunate enough to receive any job offers, paying them a salary of 10% below market, and providing no other inducements such as a hiring bonus or relocation assistance. The organization figures this strategy and employee value proposition will yield a higher percentage of offers accepted, low cost per hire, and considerable labor cost savings due to below market salaries. Evaluate this strategy from an ethical perspective.

Ethical Issues Issue 2 An organization has a staffing strategy in which it over-hires by 10% the number of employees it will actually need in any job category in order to ensure it meets its hiring needs. It reasons that some of the new hires will renege on the accepted offer, and that the organization can renege on some of its offers if need be to end up with the right number of new hires. Evaluate this strategy from an ethical perspective.