Transcript Document

Part 5
Staffing Activities: Employment
Chapter 12:
Final Match
McGraw-Hill/Irwin
Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
Staffing Organizations Model
Organization
Mission
Goals and Objectives
Organization Strategy
HR and Staffing Strategy
Staffing Policies and Programs
Support Activities
Core Staffing Activities
Legal compliance
Planning
Recruitment:
Selection:
External, internal
Measurement, external, internal
Job analysis
Employment:
Decision making, final match
Staffing System and Retention Management
12-2
Chapter Outline
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Employment Contracts
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Requirements for Enforceable
Contract
Parties to Contract
Form of Contract
Disclaimers
Contingencies
Other Employment Contract
Sources
Unfulfilled Promises
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Strategic Approach to Job
Offers
Job Offer Content
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Formulation of Job Offer
Presentation of Job Offer
Timing of the Offer
Job Offer Acceptance and
Rejection
Reneging
New Employee Orientation &
Socialization
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Job Offers
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Job Offer Process
Orientation
Socialization
Examples of Programs
Legal Issues
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Employment Eligibility
Verification
Negligent Hiring
Employment-at-Will
12-3
Learning Objectives for This Chapter
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Learn about the requirements for an enforceable
contract
Recognize issues that might arise in the employment
contract process
Understand how to make strategic job offers
Plan for the steps of formulating and presenting a job
offer
Know how to establish a formal employment
relationship
Develop effective plans for new employee orientation
and socialization
Recognize potential legal issues involving final
matches
12-4
Discussion Questions for This Chapter
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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?
12-5
Employment Contracts
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Requirements for enforceable contract
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Parties to contract
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Form of contract
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Disclaimers
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Contingencies
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Other employment contract sources
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Unfulfilled promises
12-6
Employment Contracts
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Requirements for enforceable contract
Offer
 Acceptance
 Consideration
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Parties to contract
Employee or independent contractor
 Third parties
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12-7
Employment Contracts (continued)
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Form of contract
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Written contract
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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
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One-year rule
Parole evidence
Suggestions
12-8
Employment Contracts (continued)
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Disclaimers
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Oral or written statement explicitly limiting an
employee right and reserving that right for employer
Recommendations for enforcement
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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.
12-9
Employment Contracts (continued)
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Contingencies
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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
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12-10
Employment Contracts (continued)
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Unfulfilled promises
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Organizational HR issues
Do not make promises unwilling to keep
 Be sure promises made are kept
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Potential legal claims
Breach of contract
 Promissory estoppel
 Fraud
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12-11
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?
12-12
Job Offers
 Strategic
 Job
Approach to Job Offers
offer content
12-13
Ex. 12.1: Strategic Approach to Job Offers
12-14
Job Offer Content
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Starting date
Duration of contract
Compensation
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Variable pay
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Flat vs. differential
rates
Exh. 12.2: Example of
Starting Pay Policies
Short term
Long term
Benefits - Ex. 12.3
Hours
Special hiring
inducements
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Starting pay
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Hiring bonuses
Relocation assistance
Hot skill premiums
Severance packages
Restrictions on
employees
Other terms and
conditions
Acceptance terms
Sample job offer letterEx. 12.4
12-15
Job Offer Process
 Formulation
of job offer
 Presentation
 Job
of job offer
offer acceptance and rejection
 Reneging
12-16
Formulation of Job Offer
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Knowledge of competitors
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Labor demand issues
Who are the competitors?
 What terms and conditions are they offering for
the job for which the hiring organization is
staffing?
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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
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12-17
Formulation of Job Offer (continued)
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Applicant truthfulness
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Minimal evidence exists on degree of applicant
truthfulness
To combat deceit, organizations are pursuing
verification of all applicant information
Likely reactions of offer receivers
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Approaches to assess reactions to offers
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Gather information about various preferences from offer
receiver during recruitment/selection process
Conduct research on why offer receivers accept or decline
job offers
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Formulation of Job Offer (continued)
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Policies on negotiations and initial offers
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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
12-19
Formulation of Job Offer (continued)
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Strategies for presenting initial offer
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Lowball
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Competitive
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offering the lower bounds of terms and
conditions to the receiver
an offer that is “on the market,” neither too high
nor too low
Best shot
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gives a high offer, one right at the upper bounds
of feasible terms and conditions
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Presentation of Job Offer
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Two approaches
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Mechanical approach
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Sales approach
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Job Offer Process:
Acceptance, Rejection, Reneging
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Acceptance
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Rejection
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By organization
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By offer receiver
Reneging
12-22
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?
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12-23
New Employee
Orientation and Socialization
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Orientation
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Exh. 12.8: New Employee Orientation Program
Suggestions
Socialization
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Content
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People
Performance proficiency
Organization goals and values
Politics
Language
History
Delivery
12-24
Discussion questions
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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?
12-25
Legal Issues
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Employment Eligibility Verification
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Negligent hiring
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Under IRCA, company is prohibited from
hiring or continuing to employ
an alien not authorized to work in U.S.
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
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Involves right of either employer or employee to
unilaterally terminate employment relationship
12-26
Discussion questions
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What are the steps an employer should
take to develop and implement its policy
regarding employment-at-will?
12-27
Ethical Issues
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Issue 1
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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.
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Ethical Issues
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Issue 2
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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.
12-29