Chapter 9 Attracting and Retaining the Best Employees PDF

Chapter 9 Attracting and Retaining the Best...

Chapter 9 Attracting and Retaining the Best Employees © 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Human Resources Management: An Overview ▪ Human resources, the people who work within an organization, are the most important and valuable resource for a business. ▪ Human resources management (HRM) – all the activities involved in acquiring, maintaining, and developing an organization’s human resources © 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  HRM Activities (slide 1 of 4) 1. Acquiring human resources 2. Maintaining human resources 3. Developing human resources © 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  HRM Activities (slide 2 of 4) ▪ Acquisition includes planning and the various activities that lead to hiring new personnel. ▪ Altogether, the planning phase of HRM includes five separate activities: 1. Human resources planning – determining the firm’s future human resources needs 2. Job analysis – determining the exact nature of the positions 3. Recruiting – attracting people to apply for positions 4. Selection – choosing and hiring the most qualified applicants 5. Orientation – acquainting new employees with the firm © 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  HRM Activities (slide 3 of 4) ▪ Maintaining human resources consists primarily of encouraging employees to remain with the firm and to work effectively by using a variety of HRM programs, including the following: Employee relations – increasing employee job satisfaction through satisfaction surveys, employee communication programs, exit interviews, and fair treatment Compensation – rewarding employee effort through monetary payments Benefits – providing rewards to ensure employee well-being © 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  HRM Activities (slide 3 of 3) ▪ The development phase of HRM is concerned with improving employees’ skills and expanding their capabilities. ▪ The two important activities of this phase are: 1. Training and development – teaching employees new skills and new jobs, and more effective ways of performing their present jobs 2. Performance appraisal – assessing employees’ current and potential performance levels © 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Human Resources Planning ▪ Human resources planning – the development of strategies to meet a firm’s human resources needs ▪ The organization’s overall strategic plan is the starting point of the process. ▪ From this, human resource planners can forecast future demand for human resources. ▪ Next, the planners must determine whether the needed human resources will be available. ▪ Finally, they have to take steps to match supply with demand. © 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Forecasting Human Resources Demand ▪ Planners should base human resource demand forecasts on all relevant information available. The firm’s overall strategic plan will provide information about future business ventures, new products, and projected expansions or contractions of specific product lines. Information on past staffing levels, evolving technologies, industry staffing practices, and projected economic trends also can be helpful. ▪ Technological advances are creating new opportunities in forecasting and planning for human resources demand. Insights gained from such technology can help managers develop more cost-effective recruiting and selection strategies as well as recognize threats and opportunities. ▪ HRM managers use forecasting information to determine both the number of employees required and their qualifications. © 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Forecasting Human Resources Supply ▪ A forecast of human resources supply must take into account both the present workforce and any changes that may occur within it. ▪ Two useful techniques for forecasting human resources supply are the replacement chart and the skills inventory. Replacement chart – a list of key personnel and their possible replacements within a firm Skills inventory – a computerized data bank containing information on the skills and experience of all present employees © 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Matching Supply with Demand ▪ When demand is predicted to be greater than supply, HR planners must make plans to recruit new employees. ▪ When the supply of employees is predicted to be greater than the demand, the firm must take steps to reduce the size of its workforce through: Layoffs Attrition Early retirement Buyouts Firing © 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Cultural Diversity in Human Resources (slide 1 of 2) ▪ Today’s workforce is highly diverse, with employees bringing a wide variety of beliefs, expectations, and behavioral norms to the workplace. Managers must be aware of these differences. ▪ Examples: European businesspeople may offer a kiss on the cheek as a greeting; Latin Americans tend to stand closer to people with whom they are talking than North Americans prefer. ▪ Cultural (or workplace) diversity – differences among people in a workforce owing to race, ethnicity, and gender ▪ Although cultural diversity presents a challenge, managers should view it as an opportunity rather than a limitation. © 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  TABLE 9-1 Advantages of Cultural Diversity (slide 1 of 2) Economic Measure Description The cost of poorly integrating workers increases with diversity. However, companies that handle diversity well Cost can create cost advantages over those that do a poor job. Companies can also reduce costs by hiring culturally sensitive and trained workers. Companies develop reputations as being favorable or unfavorable employers for women and ethnic minorities. Resource acquisition Those with the best reputations will attract and retain the best personnel. For multinational organizations, the insight and cultural sensitivity that come from an international perspective Marketing edge should improve marketing efforts. The same rationale applies to marketing subpopulations domestically. Culturally diverse employees often are open to a wider Flexibility array of positions within a company and are more likely to move up the corporate ladder rapidly. © 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  TABLE 9-1 Advantages of Cultural Diversity (slide 2 of 2) Economic Measure Description Diversity of perspectives and less emphasis on Creativity conformity to norms of the past should improve the level of creativity. Differences within decision-making and problem-solving groups potentially produce better decisions through a Problem solving wider range of perspectives and more thorough critical analysis of issues. Cultural diversity in the workplace is valuable in the global marketplace. Employees with knowledge about another country and who can communicate in that Bilingual skills language can prevent embarrassing mistakes due to a lack of cultural sophistication. Thus, many companies seek job applicants with a background in cultures in which the company does business. © 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Cultural Diversity in Human Resources (slide 2 of 2) ▪ Numerous firms have trained their managers to respect and manage diversity. Diversity training programs may include: ▪ Recruiting minorities ▪ Training minorities to be managers ▪ Training managers to view diversity positively ▪ Teaching English as a second language ▪ Facilitating support groups for immigrants A diversity program will be successful only if it: ▪ Is systematic ▪ Is ongoing ▪ Has a strong, sustained commitment from top leadership © 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Job Analysis ▪ Job analysis – a systematic procedure for studying jobs to determine their various elements and requirements ▪ The job analysis for a particular position consists of two parts. 1. Job description – a list of the elements that make up a particular job 2. Job specification – a list of the qualifications required to perform a particular job © 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. FIGURE 9-1 Job Description and Job Specification © 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Recruiting (slide 1 of 3) ▪ Recruiting – the process of attracting qualified job applicants ▪ Recruiters may seek applicants outside the firm, within the firm, or both. © 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Recruiting (slide 2 of 3) ▪ External recruiting – attracting job applicants from outside an organization External recruiting may include: ▪ Activities on college campuses and open houses ▪ Soliciting recommendations from current employees ▪ Posting in newspapers ▪ Employment agencies ▪ Online Advantage: ▪ Brings people into a firm who have new perspectives and varied business backgrounds Disadvantages: ▪ Is often expensive ▪ May provoke resentment among present employees © 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Recruiting (slide 3 of 3) ▪ Internal recruiting – considering present employees as applicants for available positions Advantages: ▪ Provides strong motivation for current employees ▪ Helps the firm to retain quality personnel Disadvantages: ▪ Leaves another position open - Thus, the firm not only incurs recruiting and selection costs, but it also must train two employees instead of one. © 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Selection ▪ Selection – the process of gathering information about applicants for a position and then using that information to choose the most appropriate applicant Common means of obtaining information about applicants’ qualifications are: ▪ Employment applications ▪ Employment tests ▪ Interviews ▪ References ▪ Assessment centers ▪ Social networking sites - Examples: Facebook, LinkedIn © 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Orientation ▪ Soon after a candidate joins a firm, he or she goes through the firm’s orientation program. Orientation – the process of acquainting new employees with an organization ▪ Orientation topics range from the location of the company cafeteria to career paths within the firm. © 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Compensation ▪ An effective employee reward system must: Enable employees to satisfy their basic needs. Provide rewards comparable to those offered by other firms. Be distributed fairly within the organization. Recognize that different people have different needs. © 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Compensation Decisions (slide 1 of 4) ▪ Compensation – the payment employees receive in return for their labor ▪ Compensation system – the policies and strategies that determine employee compensation For most firms, designing an effective compensation system requires three separate management decisions: 1. Wage level 2. Wage structure 3. Individual wages © 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Compensation Decisions (slide 2 of 4) Wage Level ▪ Management first must position the firm’s general pay level relative to pay levels of comparable firms. To determine the average pay for a job, the firm may use wage surveys. ▪ Wage survey – a collection of data on prevailing wage rates within an industry or a geographic area © 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Compensation Decisions (slide 3 of 4) Wage Structure ▪ Next, management must determine the wage structure by deciding on relative pay levels for all the positions within the firm. The wage structure is developed on the basis of a job evaluation. ▪ Job evaluation – the process of determining the relative worth of the various jobs within a firm © 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Compensation Decisions (slide 4 of 4) Individual Wages ▪ Finally, the company must determine the specific payments individual employees will receive. ▪ Two wage decisions come into play here. a) First, the employee’s initial rate must be established. It is based on experience, other qualifications, and expected performance. b) Later, the employee may be given pay increases based on seniority and performance. © 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Comparable Worth ▪ Comparable worth – a concept that seeks equal compensation for jobs requiring about the same level of education, training, and skills In recent decades, many states have taken steps to ensure that all workers have equal pay for comparable worth. A few companies have taken steps to address the situation by publicizing the results of their investigations into their own pay gaps. ▪ Examples: Amazon, Apple, the Gap, GoDaddy, Google, Intel, and SpaceX have disclosed the results of reviews of employee pay to highlight their lack of a pay gap. © 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Types of Compensation ▪ Most forms of compensation fall into the following categories: Hourly wage – a specific amount of money paid for each hour of work Salary – a specific amount of money paid for an employee’s work during a set calendar period, regardless of the actual number of hours worked Commission – a payment that is a percentage of sales revenue Incentive payment – a payment in addition to wages, salary, or commissions Lump-sum salary increase – an entire pay raise taken in one lump sum Profit-sharing – the distribution of a percentage of a firm’s profit among its employees © 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Employee Benefits (slide 1 of 2) ▪ Employee benefit – a reward in addition to regular compensation that is provided indirectly to employees Types of Benefits ▪ Employee benefits take a variety of forms. Pay for time not worked ▪ Covers such absences as vacation, holidays, and sick leave Insurance packages ▪ Include health, life, vision, and dental insurance Pension and retirement programs ▪ May be borne entirely by the firm or shared with the employee Unemployment insurance Social Security © 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Employee Benefits (slide 2 of 2) Types of Benefits (continued) Workers’ compensation insurance ▪ Pays medical bills for injuries that occur on the job and provides income for employees who are disabled by job-related injuries Other benefits ▪ Include tuition-reimbursement plans, credit unions, child-care services, company cafeterias, and exercise rooms Flexible Benefit Plans ▪ Flexible benefit plan – compensation plan whereby an employee receives a predetermined amount of benefit dollars to spend on a package of benefit he or she has selected to meet individual needs © 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Training and Development ▪ Training and development are usually differentiated as employee training or management development. Employee training – the process of teaching operations and technical employees how to do their present jobs more effectively and efficiently Management development – the process of preparing managers and other professionals to assume increased responsibility in both present and future positions © 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Analysis of Training Needs ▪ When thinking about developing a training program, managers first must determine if training is actually needed and, if so, what types of training needs exist. Employers may find that sometimes employees need motivation more than they need training. © 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Training and Development Methods ▪ On-the-job methods ▪ Simulations ▪ Classroom teaching and lectures ▪ Conferences and seminars ▪ Role-playing ▪ e-Learning © 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Performance Appraisal ▪ Performance appraisal – the evaluation of employees’ current and potential levels of performance to allow managers to make objective human resources decisions ▪ The process has three main objectives: 1. Managers use performance appraisals to let workers know how well they are doing and how they can improve in the future. 2. A performance appraisal provides an effective basis for distributing rewards, such as pay raises and promotions. 3. Performance appraisal helps the organization monitor its employee selection, training, and development activities. © 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Performance Feedback (slide 1 of 2) ▪ There are three major approaches to performance feedback interviews: 1. Tell and sell ▪ The superior tells the employee how good or bad the employee’s performance has been and attempts to persuade the employee to accept the evaluation. 2. Tell and listen ▪ The supervisor tells the employee what the employee has done right and wrong and then gives him or her a chance to respond. 3. Problem solving ▪ Employees evaluate their own performance and set their own goals for future performance. © 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Performance Feedback (slide 2 of 2) ▪ Another approach that has become popular is called a 360-degree evaluation. A 360-degree evaluation collects anonymous reviews about an employee from his or her peers, subordinates, and supervisors and compiles them into a feedback report for the employee. © 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  TABLE 9-2 Federal Legislation Affecting Human Resources Management (slide 1 of 3) Law Purpose Established a collective-bargaining process in labor- National Labor management relations and the National Labor Relations Relations Act (1935) Board (NLRB). Fair Labor Standards Established a minimum wage and an overtime pay rate Act (1938) for employees working more than 40 hours per week. Labor-Management Provides a balance between union power and Relations Act (1947) management power, also known as the Taft–Hartley Act. Specifies that men and women who do equal jobs must Equal Pay Act (1963) be paid the same wage. Title VII of the Civil Prohibits discrimination in employment practices based Rights Act (1964) on sex, race, color, religion, or national origin. © 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  TABLE 9-2 Federal Legislation Affecting Human Resources Management (slide 2 of 3) Law Purpose Age Discrimination in Prohibits personnel practices that discriminate against Employment Act people aged 40 years and older. The 1986 amendment (1967–1986) eliminated a mandatory retirement age. Regulates the degree to which employees can be Occupational Safety exposed to hazardous substances and specifies the and Health Act (1970) safety equipment that the employer must provide. Employment Regulates company retirement programs and provides a Retirement Income federal insurance program for retirement plans that go Security Act (1974) bankrupt. Worker Adjustment Requires employers to give employees 60 days notice and Retraining regarding plant closure or layoff of 50 or more Notification (WARN) employees. Act (1988) © 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  TABLE 9-2 Federal Legislation Affecting Human Resources Management (slide 3 of 3) Law Purpose Prohibits discrimination against qualified individuals with disabilities in all employment practices, including job- Americans with application procedures, hiring, firing, advancement, Disabilities Act (1990) compensation, training, and other terms, conditions, and privileges of employment. Civil Rights Act Empowers employees to sue employers for sexual (1991) discrimination and collect punitive damages. Requires an organization with 50 or more employees to Family and Medical provide up to 12 weeks of leave without pay on the birth Leave Act (1993) (or adoption) of an employee’s child or if an employee or his or her spouse, child, or parent is seriously ill. Requires an organization with 50 or more employees to make health insurance available to employees or pay an Affordable Care Act assessment and gives employees the right to buy health (2010) insurance from another provider if an organization’s health insurance is too expensive. © 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.