Staffing and Human Resource Management

1
Staffing and Human Resource Management
FOM6-1
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

FOM6-2
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

FOM6-3
4
Human Resource Management Process
Human Resource Planning
Recruitment or Downsizing
Selection of Employees
Orientation
Training and Development
Performance Appraisals
Competent High-Performing Workers
Safety and Health
Compensation and Benefits
FOM6-4
5
The Legal Environment of HRM
Provincial and Federal Legislation
Employment Equity
Discrimination
Harassment
FOM6-5
6
Human ResourcePlanning
Making a Future Assessment
Making a Current Assessment
Designing a Future Program
FOM6-6
7
Recruitment

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

FOM6-7
8
School Placement
Internal Searches
Employee Referrals
Recruitment Sources
Employee Leasing
Temp Services
Employment Agencies
Advertisements
FOM6-8
9
Downsizing Options
Firing
Layoffs and Attrition
Transfers
Reduced Workweeks
Job Sharing
Early Retirements
FOM6-9
10
Selection

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

FOM6-10
11
Reliability

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

FOM6-12
12
Validity

• Relationship between selection tool and
  appropriate criterion
• Must be proven and relevant to job

FOM6-13
13
Selection Devices
Written Tests
Performance Simulations
FOM6-14
14
The Effectiveness of Interviews

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

FOM6-15
15
Realistic Job Previews
FOM6-16
16
Employee Orientation
Familiarization to Organization and its
Values Improved Success On the Job Minimizes
Turnover
FOM6-17
17
Employee Training
What deficiencies, if any, does job holder have
in terms of skills, knowledge, abilities, and
behaviours?
What are the strategic goals of the organization?
Is there a need for training?
What tasks must be completed to achieve goals?
What behaviours are necessary?
FOM6-18
18
Understudy Assignments
Job Rotation
Training Methods
Classroom Lectures
Films and Videos
Simulation Exercises
Vestibule Training
FOM6-19
19
Performance Management

• Process of establishing performance standards and
  evaluating the performance
• Means to ensure organizational goals are being met

FOM6-20
20
Performance Appraisal Methods
Critical Incidents
Written Essay
Multiperson
Graphic Rating Scales
BARS
360-Degree Appraisal
MBO
FOM6-21
21
Performance Problems on the Job
Employee Counselling
Discipline Problems
FOM6-22
22
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

FOM6-23
23
Employee Benefits
Designed to Enrich Employees Lives
Non-financial Rewards
FOM6-24
24
Workforce Diversity
Sexual Harassment
FOM6-25
25
Current HRM Issues
Family-Friendly Benefits
Unions and Management
FOM6-26
26
Workplace Violence
Current HRM Issues
Survivors of Layoffs
FOM6-27