Workplace Standards

Transfers, Promotions, Separations Human Resource planning must account for employees leaving their positions, as well as new employees being hired Employees may leave their position through  Transfers  Promotions  Separations

Transfers Moves an employee into another position within the company Employee generally maintains the same level of responsibility and pay Good way to learn different functions in the organization

Promotions Moving to a position of greater responsibility  With Higher Pay  Higher Status  More vacation days Promotions are merit based and encourage performance

Promotions Things considered  Merit  Seniority – Length of Service Important to judge how they perform in current job, and how they will perform in the new position  This prevents the Peter Principle

Promotions Peter Principle – States performance at one level should be maximum before being promoted to a higher level

Separations May be voluntary or involuntary Voluntary Separation – occurs when an employee resigns Usually includes an exit interview  Usually pinpoints reasons why an employee is leaving

Separations Involuntary Separations  Layoffs  Terminations

Separations Layoffs occur when there is not enough work for all employees  Factory layoffs may follow a cut in production May be called downsizing or transitioning to a smaller workforce

Separations Termination – employee is asked to leave because of poor performance or failure to follow company rules Termination should be a last resort after:  Training  Counseling  Reassignment  Disciplinary Actions Terminations are a waste of company resources and time invested in hiring and training that individual

Training Employees Training is a way for employees to  Learn new concepts  Gain new skills  Update existing skills  Stay aware of company procedures Training may be:  Individualized  In a class or group setting

Training Employees On-the-Job training is administered by an employees supervisor  Employee works and trains under close supervision until they understand the task and performs it correctly On-the-Job training is less disruptive than removing the employee for off-site training

Training Employees Job Rotation - (Cross-Training) – on-the-job training that exposes employees to several jobs  Employees perform for a fixed period of time  Employees enjoy this due to mastering many skills

Training Employees Vestibule Training – (Simulation) – a training area, or vestibule is set up with similar equipment to the actual job The employee learns through simulation Common in the training of:  Cashiers  Bank tellers  Clerks  Technicians

Training Employees Apprenticeship Training – training where an experienced worker passes on skills to an assistant Organizations may assign a new employee worker to a mentor  An experienced worker knowledgeable of skills required to perform the job Common in skilled occupations  Physicians  Accountants  Lawyers

Training Employees Classroom Training – training for entire department or large groups at low costs at one location Presents general information in a classroom setting about:  Organization rules  Safety  Job Concepts An expert will lecture, answer questions, and encourage discussion

Training Employees Classroom training is common in:  Technical field  Professional offices  Management NEGATIVE – It is not an effective way to provide hand-on learning and skills due to having too many people present to interact and practice skills

Training Employees Computer Based Training – (internet) – training where employees view material at individual computers and answer questions at their own pace Managers must set standards and measure performance to verify training is being accomplished