Transcript Document
* * *
* *
McGraw-Hill/Irwin Understanding Business, 8e
*
Human Resource Management: Finding and Keeping the Best Employees
11 1-1
* * *
• • •
HR Challenges
• • •
Shortages Unskilled Workers Undereducated Workers Shift in Workforce Composition Laws & Regulations Single-Parent & Two Income Families
• • • • • •
Attitudes Toward Work Continued Downsizing Overseas Labor Pools Customized Benefits Employees With New Concerns Decreased Loyalty
11-2
* * *
Determining HR Needs
1.
Prepare HR Inventory 2.
Prepare Job Analysis
•
Job Description
•
Job Specification 3.
Assess HR Demand 4.
Assess HR Supply 5.
Establish Strategic Plan
11-3
* * *
Hiring Process
• •
Recruit Select
• • • • • •
Application Form Interview Test Investigate Examine Probation
•
Train/Develop
• • • • • • •
Orientation OJT Apprenticeship Off-The-Job Training Online Training Vestibule Training Job Simulation
11-4
* * * HR Executives’ Recruiting Preferences T emp-to-Hire Engagement Staffing/Recruiting Agency Professional Association Internal Recruiters Classified Advertising Internet/Job Boards Referrals
Note: Multiple responses allowed
0% 10% 20% 30% 40% 50% 60% 70%
Source: USA Today 11-5
* * *
Applicants’ Mistakes
2% 14% 6% 7% 9% 9% 32% 21% Interview Resume Cover Letter Reference Checks Interview Follow-up Screening Call Other Do Not Know
Source: USA Today 11-6
* * *
Interviewing Mistakes
18% 5% 3% Little/No Knowledge of Company Unprepared to Discuss Career Plans Limited Enthusiasm 25% No Eye Contact 49% Unprepared to Discuss Skills/Experience
Source: USA Today 11-7
* * * Number Interviewed to Find Quality Hire One 2 to 3 4 to 6 7 to 10 More than 10 0%
Source: USA Today, January 24, 2005
10% 20% 30% 40% 50%
11-8
* * * Important Factors When Phrasing Interview Questions
•
Language
•
Relevance
•
Information Level
•
Complexity
•
Information Accessibility
Source: University of Central Arkansas 11-9
* * *
Training & Development
•
Assess Needs
•
Design Training
•
Evaluate Effectiveness
11-10
* * *
Training Methods
1.
2.
3.
4.
5.
6.
7.
Employee Orientation On-The-Job Apprenticeship Off-The-Job Online Vestibule Job Simulation
11-11
* * *
Management Development
•
On-The-Job Coaching
•
Understudy
•
Job Rotation
•
Off-The-Job Courses & Training
11-12
* * *
Performance Appraisal
1.
2.
3.
4.
5.
Establish Standards Communicate Standards Evaluate Performance Discuss Results Take Corrective Action 6.
Use Results to Make Decisions
11-13
* * *
Employee Retention
•
Compensation
•
Individual
•
Team
•
Fringe Benefits
•
Job-Sharing
•
Flextime
• •
Core Time Compressed Workweek
•
Home-Based & Mobile Work
11-14
* * * Compensation & Benefits Program Objectives
•
Attract the right people
•
Employee incentives
•
Retain valued employees
•
Maintain competitiveness
•
Financial security for employees
11-15
* * *
Pay Systems
•
Salary
•
Hourly wage and daywork
•
Piecework system
•
Commission plans
•
Bonus plans
•
Profit-sharing plans
•
Gain-sharing plans
•
Stock options
11-16
* * *
Vacation Days Per Year
42 Italy France Germany Brazil UK Canada Korea Japan USA 0 13 10 20 26 25 25 28 30 35 34 37 40 50
11-17
* * * Scheduling To Meet Employee Needs
•
Flextime Plans
•
Home-Based & Other Mobile Work
•
Job-Sharing Plans
11-18
* * * Number of Hours Americans Work Per Week 51+ Hours 18% 1-29 Hours 10% 30-39 Hours 10% 46-50 Hours 16% 41-45 Hours 12% Source:
USA Today
40 Hours 34%
11-19
* * * 25% Telecommuting: Affect on Career 6% 30% 39% No Affect Help Hurt Not Sure/No Answer
Source: USA Today 11-20
* * *
Benefits of Job-Sharing
•
Opportunities for wanting to work only part-time
•
High level of enthusiasm and productivity
•
Reduced absenteeism and tardiness
•
Ability to schedule in peak demand period
•
Retention of experienced workers
11-21
* * * How Employers Are Becoming Flexible Go Out Of Their Way to Accommodate Child-care Issues Offer Flexible Work Schedule Permit Time Off To Deal With Personal Issues Employees Schedule Their Own Vacation 0% 20% 40% 60% 80% 100% Source: insala.com, April 2005
11-22
* * * Benefits of Providing Flexibility Higher Employee Retention Higher Employee Job Satisfaction Better Relations With Workers 0%
Source: Insala.com, April 2005
20% 40% 60% 80% 100%
11-23
* * * Why is Retention Important?
•
Employee turnover could cost up to 40% of a company’s annual profits
•
The average company loses $1 million with the loss of every ten managerial employees
•
Turnover costs are 50%-100% of the ex employees’ annual salary
Source: insala,com, April 2005 11-24
* * * Top 10 Reasons Employees Stay On Their Job 1.
Credit Union Membership 2.
Health Benefits 3.
Salary 4.
Good Coworkers 5.
Office Hours 6.
Childcare 7.
Vacation Time 8.
Sick Leave 9.
Distance from Home 10.
Popular Company Source:
Creditunionrate.com, accessed July 13, 2006 11-25
* * *
Employee Movement
•
Promotion/Reassignment
•
Termination
•
Retirement
•
Resignation
11-26
* * *
HR Laws
•
Civil Rights Act (1964)
•
Age Discrimination Act (1967)
•
Equal Employment Opportunity Act (1972)
•
Affirmative Action
•
Reverse Discrimination
•
Civil Rights Act (1991)
•
Americans with Disabilities Act (1990)
•
Social Security Act (1935)
•
Occupational Safety and Health Act (1970)
•
Employment Retirement Income Security Act (1974)
11-27
* * * 1.
Implementing EEOC Which statements are T/F?
It’s OK to ask any applicant whether he or she has an automobile.
2.
3.
4.
5.
It appropriate to ask applicants to attach photographs.
During interviews, it’s not appropriate to ask an applicant his/her age.
It’s appropriate to ask if an applicant is a naturalized citizen.
It’s not appropriate to ask an applicant about past work experience.
11-28
* * * Implementing EEOC Which statements are T/F?
6.
7.
8.
9.
You may ask an applicant to indicate what foreign languages he/she can read, write or speak fluently.
It’s appropriate to ask an applicant if he/she has an arrest record.
It’s OK to ask whether the applicant is physically able to lift heavy weights.
It’s appropriate to ask women questions about their children.
10.
You have the right to ask an applicant for names of work-related and personal references.
11-29
* * * Companies’ Aid to Disabled Employees Renovate Workplace Job Reassignments Change of Hours Change of Responsibilities 0%
Source: USA Today
10% 20% 30% 40% 50%
11-30