ADM2337 Midterm (Weeks 1-6) PDF

Week 1: Intro to HRM - HRM is the process of managing human talent to achieve organizational objectives. - It helps organizations obtain talent (recruit, select, train), motivate talent (proper compensation, discipline), and retain talent by preventing employees from exit - Ov...

Week 1: Intro to HRM - HRM is the process of managing human talent to achieve organizational objectives. - It helps organizations obtain talent (recruit, select, train), motivate talent (proper compensation, discipline), and retain talent by preventing employees from exit - Overall framework for HRM - Competitive challenges: - Changes in the marketplace & economy - Globalization & Technology - Cost containment - Leveraging employee differences - HR - Planning, Recruitment, Staffing - Job design, Training/development - Appraisal, communications - Compensation, benefits, labor relations - Employee concerns - Job security - Issues; health care, Age & generational work, retirement, gender, privacy - Educational levels, employee rights - Work attitudes & family concerns - Human Capital is the KSAOs of people that have economic value in the organization - This is intangible meaning it can’t be managed how organizations manage other capital - To maximize returns of human capital an organization needs to invest in their employees - Why Study HRM? - Great personnel is a competitive advantage as great business plans, products, and services can be copied, however personnel can’t - All managers are responsible for HR activities in one way or another - Employees must understand it as its their rights and obligations - Issues and HRM 1. Responding strategically to crises, changes, and distributions in the local global marketplace - COVID: workplace health & safety, remote working, forced masking, inflation, mask layoffs - HR managers need a strong understanding of their firms competitive business operations and strategies - Globalization - Advice based on understanding of culture, legislation, business practice - Source international workforce (availability and costs of knowledge & skills) - Relocate workers (selection, training, compensation, repatriation)  - Cons of globalization include: trade wars, brexit, COVID’s disruption on the global supply chain, Ukraine war 2. Setting and Achieving CSR & sustainability goals - CSR is the responsibility of the firm to act in the best interest of the people and communities affected by its activities - Sustainability is a company’s ability to produce a good/service without damaging the environment or depleting a resource - Philanthropic donation - Employee well being including supply chain workers - Broader social impact 3. Advancing HRM with technology - Future of work - How and what jobs are impacted by AI, knowledge workers, automation, ChatGpt, virtual learning - HR information systems (HRIS) is a computerized system that provided current & accurate data for purposes of controlling and decision making - HR analytics: the processes of gathering and analyzing data to improve a firm's HRM 4. Containing costs while recruiting top talent and maximizing productivity - Approaches to lowering labor related costs - Downsizing: eliminating jobs and laying off employees - Furloughing: asking employee time off for reduced or no pay - Outsourcing: purchasing another company's labor rather than hiring - Offshoring: moving jobs to other countries - Employee leasing: dismissing employees who are then hired by a leasing company and contracting (hiring → outsourcing) - Productivity enhancements 5. Responding to the demographic and diversity challenged of the workforce - Diversity/Immigration challenge - Age distribution - Sizes of age groups, different skills & priorities - Gender distribution - Inclusive policing, efforts to balance gender composition 6. Adapting to educational & cultural shifts affecting the workforce - Increasingly educated workforce - Growing concerns over employee rights, privacy concern, work life balance - Changing nature of the job and changing attitudes towards work - Role of HR Managers - HR managers are responsible for advice & counsel, service, policy formulation & implementation, and employee advocacy - HR competency model - Business mastery: Business acumen, customer orientation, external relations  - Personal credibility: trust, personal relationships, lived values, courage - Change mastery: interpersonal skills & influence, problem solving skills, rewards system, innovativeness and creativity - HR mastery: staffing, performance appraisal, rewards system, communication, organizational design Week 2: Strategic HR Planning - Strategic planning is a set of procedures for making decisions about organizations long term goals and strategies - HRP is the process of anticipating and providing for the movement of people in, with, or out of an organization - Strategic formulation is what HR is needed and what’s available - Strategic implementation is how will the HR be allocated for structure, processes, and human capital decisions - Strategic HRM is the pattern of HR deployments and activities that enable an organization to achieve its strategic goals - High performance work systems is a group of HR practices that are proven to increase an organization's ability to attract, select, hire, develop and retain high performing employees. Ability, motivation, and opportunity enhance HRM systems - Strategic Planning process - Mission is the basic purpose of the organization, scope of operations - Vision is the statement about where the company is headed and what it can become in the future, clarifies long term direction - Core Values are the company’s beliefs and principles that ares used as a foundation for their decisions - External analysis is the system monitoring of the major external forces influencing the organization (environmental scanning) 1. Economic & ecological changes 2. Technological, demographic, and social changes 3. Labor market changes 4. Legal & regulatory changes - Also important in external analysis is the competitive market - Internal analysis - Core capabilities are the integrated knowledge sets within an organization that distinguish it from its competitors and deliver value to customers. Human capital must be difficult to copy and organized to achieve competitive advantage - Composition consists of strategic knowledge workers, core employees, supporting workers, and external partners - Corporate culture is an audit of culture organizations - SWOT Analysis is the strengths, weaknesses, opportunities and threats of a company. It combined internal and external analysis, with a goal of using strengths of organization to capitalize on opportunities, prevent threats and alleviate internal weaknesses  - Forecasting is a critical element of HRP that involves forecasting labor supply & demand, with a goal of balancing supply and demand considerations (The orange is strategic implementation) - Trend Analysis are forecasts based on an organizational index (ex: sales, financial statements) - Markov analysis tracks the pattern of employee movements through various jobs - Skill Inventories are files of personnel KSAOs that allow managers to quickly match job openings with potential individuals - Replacement Charts are lists of current jobholders and people who are potential replacements if there is an opening - Succession Planning is a process of identifying, developing, and tracking key individuals for executive positions - Attrition is the gradual reduction of a workforce due to resignations, retirements, or death without actively replacing employees - Hiring freeze is a temporary pause on hiring new employees typically done to control costs or stabilize a company - Severance pay is compensation given to an employee after their employment is terminated, usually based on length of service - Formulating strategy - Corporate strategy: growth & diversification, mergers & acquisition, strategic alliance & joint ventures - Business strategies: low cost and differentiation - Functional strategy: vertical and horizontal alignment - Evaluation & assessment - Evaluating strategic implementation can be done by evaluating against organizational objectives and by benchmarking (comparing the organizations processes and practices to those of other companies) - Evaluating HR performance can be done by Human capital metrics (assess workforce) and by HR metrics (asses performance of HR function itself) - Strategic planning process Week 3: Equity and Diversity - Employment equity is the employment of individuals in a fair and non biased manner. This includes how employees are chosen, treating all employees fairly, and getting rid of employees for fair reasons - Designated groups in the federal employment equity act - Women, Aboriginal people, visible minorities, people with disabilities - These 4 groups because in history they were treated unfairly - High unemployment, occupational segregation, pay inequality, limited opportunities in career progress - The legal framework - Federal Employment Equity Act: 4 designated groups, pay equity, ≥100 employees (limited jurisdiction) - CCORAF: fundamental rights to each canadian, equality rights - The Canadian Human rights act: prohibits discrimination, bona fide occupational qualification (BFQQ) - Provincial laws: a multi-step gradually escalated enforcement procedure - BFQQ is a justifiable reason for discrimination based on business reasons of safety or effectiveness (ex: physical disabilities for a labor job) - The implementation of employment equity (six steps) 1) Senior management commitment and assignment of accountable senior staff 2) Data collection and analysis 3) Employment systems review - Systematic discrimination is the exclusion of members of certain groups through the application of employment policies based on criteria that are not job related  - Reasonable accommodation 4) Establishment of a work plan 5) Implementation 6) Evaluation, monitoring and revision - Managing diversity - Reasons include better utilization of talent, increased marketplace understanding, enhanced creativity, increased quality of team problem solving, breadth of understanding in leadership positions - Valuing diversity in the workplace - Undue hardship is the provision of an accommodation would be too costly/compromise safety/health - Reasonable accommodations are employers attempts to adjust the working conditions/schedules of employees with disabilities/religious preferences - Diversity Management optimizes an organization’s multicultural workforce to reach business objectives Week 3: Job Analysis & Work Design - Job description is a statement of the tasks, duties & responsibilities of a job to be performed - Job specification is a statement of the KSAOs of the person who’s to perform the job - Job analysis is the process of obtaining information about jobs by determining the duties, tasks, or activities of jobs. A job analysis should outline the tools needed to the job, environment and times at which it needs to be done, people with whom it needs to be done, and the outcome/performance level it should produce - The cornerstone of HRM functions - Job descriptions - Job title: indicates job duties and organizational level - Job ID: distinguished jobs from each other - Job duties/essential functions: indicate responsibilities entailed & results to be accomplished - Job specification section: skills required to perform the job & physical demands of the job - Problems include - Poorly written = little guidance to the jobholder - Violate law by containing specification unrelated to job success - Not updated as job duties/specifications change - Can limit scope of activities of the jobholder, reducing organizational flexibility - Not suitable for fast developing organizations and fast changing jobs (competency-based approach) - Job design is an outgrowth of job analysis that improves job through technological and human considerations to enhance organization efficiency and employee job satisfaction - The basis for job design - Organizational objectives for the job such as tasks, duties and responsibilities to be performed - Ergonomic considerations involving human capabilities and limitations - Behavioral concerns reflected in the different talents, abilities, and skills of employees - Industrial engineering concerns centring on efficient production processes and work method improvements - Job characteristics model is designing jobs to motivate employees - Job characteristics: skill variety, task identity, task significance, autonomy, feedback - Psychological states: meaningfulness of the work performed, responsibility for work outcomes, knowledge of the results of the work performed - Job outcomes: improved work performance, lower absenteeism and turnover - Job enrichment - Increasing difficulty/responsibility to the job, allowing employees to retain more authority & control over work outcomes, providing unit/individual job performance reports directly to employees, adding new tasks to the job that require training and growth, and assigning individuals specific tasks enabling them to use their particular competencies or skills - Employee employment is when you grant your employees power to initiate change, which in turn encourages them to take charge in what they do - Job crafting is when employees mold their tasks to fit individual strengths and motives - Employee involvement groups are groups of employees who meet to resolve problems to offer suggestions for organizational improvement  - Control/flexibility over work schedules such as compressed workweek, flextime, telecommuting - Position Analysis Questionnaire (PAQ) is a standardized questionnaire that goes over stuff like information input, mental processes, work output, relationships, job context, and other job characteristics - Task Inventory Analysis is an organization-specific analysis which lists tasks & their descriptions used as a basis to identify components of jobs - Critical Incidents Method is a record of behaviors leading to particularly successful or unsuccessful performance. - 3 Critical Components: description of the situation & employee’s behavior, and the consequences of the behavior - Competency-Based Analysis show how jobs can be defined in terms of tasks, duties, processes, and skills necessary for job success Week 4: Recruitment & Careers - Strategic aspects of recruiting is who recruits and selects - HR recruiters (center of excellence) - HR generalists (customer service) - Managers/supervisors - Recruiting process outsourcing is when you hire an outside firm to do recruiting - Labor market is the area from where applicants are recruited - Regional: industry clustering - Global: small pool of scattered talent, to attract best talent worldwide, and to develop better products via a global workforce - Branding is an organization's effort to help existing and prospective workers understand why its a desirable place to work - Recruiting Internally - Pros: motivating current employees, familiarity with the organization (lower training costs), cultural fit/lower turnover likelihood - Cons: limited talent pool/lacking specialized knowledge & skills, no new knowledge - Internal job postings and identifying talent through performance appraisals - Recruiting Externally - Pros: brings new ideas & perspectives, access to larger talent pool - Cons: higher training costs and more onboarding time, increased likelihood of culture mismatch and turnover - Ways to hire externally - Advertisements, the internet, walk-ins, resumes, job fairs, etc. - Recruitment effectiveness - Recruiting metrics “what gets measured gets managed” - Time to fill: the number of days from when a job opening is approved to the date the candidate is selected - Yield ratios: the % of applicants from a recruitment source that make it to the next stage of the selection process (or successful hire)  - Cost of recruitment (per employee hired) - Quality-of-fill statistics: overall quality of hire - (PR+HP+HR)/N - The job market is a place for mutual selection, an effective way to improve hiring success is realistic job preview (RJP) which is when you inform applicants about all aspects of the job (positive/negative). This creates a realistic job expectation, no surprises of negative aspects, better job satisfaction and lower turnover - Career Management 1) The goal: match individual & organization needs - Create a supportive environment, communicate the direction of the company, and establish mutual goal setting and planning 2) Identify career opportunities & requirements - Identify future competency needs, establish job progressions/career paths, balance promotions, transfers, exits, etc. and establish dual career paths 3) Gauge employee potential - Measure appraisals, establish talent inventories and succession plans, use assessment centers 4) Institute career development initiatives - Provide workbooks, workshops, career counseling, and career self management training, and give developmental feedback - Recruiting Process Outsourcing (RPO) is when a company outsources its recruitment tasks to an external provider to handle the hiring process - Internal labor markets is the hiring and promotion of employees from within an organization based on established career paths and internal recruitment systems - Employee referral is a recruitment method where current employees recommend candidates for open positions often incentivized by rewards Week 5: Employee Selection - The selection process chooses individuals who have relevant qualifications to fill existing/projected job openings - Goal - 1. Info about the job which begins with job analysis - 2. Info about candidate using selection tools - Obtain reliable and valid info - Reliability is the degree to which interviews, tests, and other selection procedures yield comparable data over time - Interrater and Test-retest - Validity is the degree to which a test/selection procedure measures a person's attributes - “Measure what you want to and need to measure” “using the right tool” - Selection tools include - Initial screening: cover letters & resumes, application forms/online, internet checks and phone screening - Employee interview - Non-directive which is an interview where the applicant is allowed the maximum amount of freedom in determining the course of discussion while the interviewer carefully retrains from influencing the applicant’s remarks - Structured which is an interview where a set of standardized questions with an established set of answers is used. Semi-structured and unstructured interviews also exist - *Situational which is an interview where an applicant is given a hypothetical incident and asked how they’d respond to it - *Behavioral Description (BDI) is an interview where an applicant is asked questions about what they did in a given situation - *Both are effective predictors of job & behavior performance - Panel is an interview where a board of interviewers question and observe a singular candidate - Sequential is a interview format where a candidate is interviewed by multiple people, one after another - Video & phone interviews - Computer-administered (automated) interviews - Structured, video recorded or rated by AI - Interviewer training: job understanding, establish an interview plan, maintain rapport & listen actively, pay attention to nonverbal cues, provide information as freely and honestly as possible, use questions effectively, separate facts from interferences, recognize bias and stereotypes, avoid “halo” bias, control the course of the interview, standardize asked questions - Employment equity concerns are usually concerns about potentially illegal questions such as race, age, religion, national origin, and family responsibilities - Post interview screening: reference, background, and credit checks - Pre-Employment tests (use according to job specification): job knowledge, work sample, assessment center, cognitive ability, biodata, personality and interest  inventories, polygraph, honesty & integrity, physical ability, medical exams, and drug testing - Validity of tests - Criterion related validity is the extent to which a selection tool predicts or significantly correlates with important elements of work behavior, compares performance and test scored - Two ways to test and establish it - Concurrent validity which is the extent to which test scores (or other predictor information) match criterion data obtained at about the same time from current employees, compared concurrent employees test score & job performance - Predictive validity which is the extent to which applicants test scores match criterion data obtained from those applicants/employees after they’ve been on the job for an infinite period, compared test result with actual performance - Context validity is the extent to which a selection instrument such as a test, adequately samples the needed KSAOs for a particular job. Content of the test reflects necessary job competencies, extroversion is important for job success, so personality is tested - Construct validity is the extent to where a selection measures a theoretical trait. Big 5 is a proven test for personality, so we use it instead of asking candidates if they’re extroverts - Reaching a selection decision: summarizing applicants information and decision making strategy - Decision-making strategies: “Clinical”: Subjective and Statistical - The Compensatory Model is a high score in one area that can make up for a low score in another area (average). - The Multiple-Cutoff Model requires an applicant to achieve a minimum level of proficiency on all selection dimensions. - Multiple-Hurdle Model - Sequential strategy; only applicants passing the cutoff score at the initial stage go on to the next.  Week 6: Training and Development - A strategic training approach - Phase 1: Needs Assessment - Organization analysis of environment, strategies & resources to determine where to emphasize training - Task analysis of activities to be performed in order to determine the needed KSAOs - Person analysis of performance, knowledge & skills in order to see who needs training - Phase 2: Design - Objectives, trainee readiness and principles of learning (goal setting, meaningfulness of presentation, modeling, individual learning differences, active practice & repetition, experiential learning, whole vs part learning, massed, distributed, and continuous learning, feedback & reinforcement) - Phase 3: Implementation - Methods include On the job training (OJT), special assignments, apprenticeship training, cooperative training, internships & governmental training, simulation, e-learning, behavioral modeling, role playing, coaching, case studies, seminars & conferences, lecture, blended learning - Choosing the instructional method: nature of training, types of trainees, organizational training extent, importance of training outcomes - Learning outcomes by training method - Phase 4: Evaluation - Reactions from participants such as; Did you like this program? What were your learning goals for this program? Did you achieve them? Would you recommend it to others who have similar learning goals - Learning: Actual learning from testing knowledge and skills before/after training  - Behavior: Transfer of training which is the effective application of the learnings to the job - Results: utility of training which can be measured by increased revenue/productivity/quality/job satisfaction, customer satisfaction, lower cost/turnover - ROI - If >1 then benefits>cost - If benefits - Common training programs (organization wide) include orientation & onboarding, basic skills training, ethics training, and diversity & inclusion training - Instructional objectives are specific measurable goals that define what learners should know/be able to do by the end of an instructional course