HR Studying PDF

Welcome to Today’s Class Topic: What Is Human Resources Management? Course: Human Resources Management (BUSI2312) Instructor: Dr. Joe Krasman 1  Agenda and Announcements In today’s class, we will cover What Is...

Welcome to Today’s Class Topic: What Is Human Resources Management? Course: Human Resources Management (BUSI2312) Instructor: Dr. Joe Krasman 1  Agenda and Announcements In today’s class, we will cover What Is Human Resources Management? 2  What Is Human Resources Management? Human Resources Management (HRM or HR): The management of an organization’s employees. Just as an organization has physical assets and financial assets so too an organization has human assets. Often subdivided into attracting, engaging, and retaining an organization’s employees. 3  Impact of HR on Organizational Effectiveness Let’s look at three studies that have examined the impact of HR practices on organizational effectiveness: Huselid (1995). Delery and Doty (1996). Saridakis and colleagues (2017). Huselid and Delery and Doty were among the first to examine this question. Saridakis and colleagues conducted a recent meta-analysis of eight other studies since Huselid and Delery and Doty that have examined this question. 4  Huselid (1995) The researcher surveyed 968 different organizations and found that a group of 13 HR practices decreased turnover (i.e. voluntary turnover e.g. quitting and involuntary turnover e.g. firing), increased productivity (i.e. sales per employee), and increased corporate financial performance (i.e. accounting value of the organization and market value of the organization). See the next slide for the group of HR practices.  Delery and Doty (1996) The researchers surveyed 216 banks and found that three out of seven HR practices – results-oriented appraisals, profit sharing, and employment security – increased corporate financial performance (i.e. return on assets and return on equity). See the next slide the seven HR practices.  Saridakis and Colleagues (2017) The researchers meta-analyzed the data from eight studies that examined the influenced of a group of various HR practices on a group of various operational and financial measures of organizational effectiveness – 1,661 organizations total – and found a significant positive correlation of.287 meaning increasing the use HR practices by one point has the effect of increasing organizational effectiveness by.287 points. See the next two slides for the group of various HR practices (left highlighted column) and group of various operational and financial measures of organizational effectiveness (right highlighted column).  HR Roles and Competencies HR practices that lead to organizational effectiveness are implemented by people who work in HR. What roles and competencies do these people need to have so that the practices will be implemented effectively? Let’s look at two typologies of HR roles and competencies: Story and Caldwell’s (1992/2003) roles. Ulrich and colleagues’ (2016) competencies. 12  Story and Caldwell’s (1992/2003) Roles Role: A cluster of related and goal-directed behaviors taken on by a person within a specific situation. Interventionary: HR person gets directly involved. Non-interventionary: HR person gets indirectly involved. Strategic: HR person affects entire organization overall. Tactical: HR person affects the day-to-day operations of organization. Story used the terms “change agent” instead of “changemaker” and “service provider” instead of “handmaiden”. See the next two slides. Story and Caldwell’s (1992/2003) Roles Story and Caldwell’s (1992/2003) Roles  Ulrich and Colleagues’ (2016) Competencies Competency: An individual's demonstrated knowledge, skills, or abilities. See the next seven slides.  Impact of HR Competencies on Organizational Effectiveness In a study of 200 organizations, researchers showed that when HR competency within an organization increased, the competitiveness of the organization increased the most.  “Why Chief Human Resource Officers (CHROs) Make Great CEOs” The researchers measured 14 aspects of leadership, grouped into three categories (i.e. leadership styles, thinking styles, emotional competencies) among the C-Suite – CEO, COO, CFO, CIO, CMO, CHRO. After the COO, “…(whose role and responsibilities often overlap with the CEO’s), the executive whose traits [overall] were most similar to those of the CEO was the CHRO”. “More companies should consider CHROs when looking to fill the CEO position”. Examples of CEOs who came from HR – Mary Barra CEO of GM, Nigel Travis former CEO of Dunkin’ Brands Group, Anne Mulcahy former CEO of Xerox. See the next slide. 25 26 IBM Recruitment Ad 1 27  Environmental Forces on HR Political forces. Economic forces. Technological forces. Social forces.  Political Forces There are 14 legal jurisdictions in Canada. See the next slide. We have one federal jurisdiction which covers all of Canada. For example, the Charter of Rights and Freedoms is federal legislation. We have 13 provincial/territorial jurisdictions which cover each of the provinces/territories. For example, the Employment Standards Act of Ontario. Legislation between and within the jurisdictions is similar and different and constantly changes. For example, see the slide after next.  Economic Forces Business cycle: The ups and downs of the economy, consisting of a repetition of four phases – expansion, peak, contraction, and trough – often called the boom bust cycle. See the next slide. On average, each cycle is just over seven years. Usually measured by gross domestic product (GDP); that is, the total value of all goods and services produced in the economy at a given point in time. When the economy expands and GDP increases and organizations produce more goods and services, organizations hire more workers and wages increase. When the economy contracts and GDP decreases and organizations produce less good and services, organizations hire less workers and/or sometimes no workers and/or sometimes terminate workers and wages decrease.  Economic Forces Employment = Number of people 15 years of age and older who are working. Unemployment = Number of people 15 years of age and older who are not working but who are available to work and are looking for work (e.g. not a full- time student). Labour force = Employment + Unemployment. Unemployment rate = (Unemployment / Labour force) x 100. See the next two slide. There are four types of unemployment. See two slides after next.  Technological Forces Advent of the internet. Remote work. Decrease in manual (e.g. physical) work and increase in knowledge (i.e. cognitive) work.  Social Forces Immigration. In 2021, 23% of the population (almost one in four people) was an immigrant. This is the highest percentage since Confederation (1967). The previous record was 22.3% in 1921. The percentage is expected to rise to between 29.1% and 34% by 2041. See the next slide. In 2021, the top place of birth of recent immigrants was India. See the slide after next. In 2021, the top place of settling of recent immigrants was Ontario. See two slides after next.  Social Forces Continued from the previous slide. In Canada, immigrants are selected according to three broad objectives – to enhance and promote economic development, to reunite families, and to fulfill the country's international obligations and uphold its humanitarian tradition. Immigrants admitted under the economic category are selected based upon their potential economic contribution to meet labour market needs or to create economic opportunities by owning, operating, or investing in a business or through self employment. In 2021, 56.3% (i.e. more than half) of recent immigrants were admitted under the economic category. Immigrants are the main driver of new workers in Canada as Canadians age and die and the birth rate is below the replacement rate (e.g. couples are having less than two children).  Social Forces Generational differences. There are five generations of workers in the workplace: Traditionalists – born 1925 to 1945 – currently 80 to 100 years old. Baby Boomers – born 1946 to 1964 – currently 61 to 79 years old. Generation X – born 1965 to 1980 – currently 45 to 60 years old. Millennials – born 1981 to 2000 – currently 25 to 44 years old. Generation Z – born 2001 to 2020 – currently 5 to 24 years old. See the next nine slides. Social Forces IBM Recruitment Ad 2 55  To Sum Up Key concepts covered in today’s class: What is human resources management? Impact of HR on organizational effectiveness. HR roles and competencies. Environmental forces on HR. After today’s class, you should: Review what was covered and make sure you understand everything. If anything is unclear, speak with a classmate or the instructor. Make study notes and self test questions to prepare yourself for the upcoming test. 56  Sample Test Questions 1. This domain captures the extent to which HR professionals achieve the trust and respect they need within the organization to be viewed as influential and valuable partners. According to Ulrich and colleagues, which HR competency is this: A. Strategist positioner. B. Credible activist. C. Paradox navigator. D. None of the choices. 57  Sample Test Questions 2. Which type of unemployment is caused by temporary transitions in workers’ lives, such as when a worker moves to a new city and has to find a new job: A. Frictional. B. Structional. C. Cyclical. D. Seasonal. 58 SECTION 2  Welcome to Today’s Class Topic: Job Analysis and Planning Course: Human Resources Management (BUSI2312) Instructor: Dr. Joe Krasman 60  What Is Job Analysis? Job analysis: The process of identifying the duties and responsibilities of a job and the knowledge, skills, abilities, and experience required to perform those duties and responsibilities. Job description: The duties and responsibilities of job. Job specification: The knowledge, skills, abilities, and experience (i.e. KSAEs) required to perform the duties and responsibilities of a job. On the next slide, think of your current job or a past job and complete your own job description and job specification.  Exercise Job title Organization’s name Duties and responsibilities Knowledge, skills, abilities, and experience  What Is Job Analysis? Job analysis is called the cornerstone of HR because all HR activities begin with and depend on job analysis. For example, recruitment, selection, onboarding, training, development, compensation, health and safety, etc. Job analysis must be accurate in order to be useful and effective. There are multiple sources and methods, each with their own pros and cons, thus it is best to use more than one source/method and as many as possible.  Sources and Methods of Job Analysis Self reports: An employee reports his/her own duties and responsibilities and KSAEs. Via questionnaire, interview, or diary/log. May be inaccurate because: An employee may forget or be unaware of his/her duties and responsibilities and KSAEs. An employee may not fully disclose his/her duties and responsibilities and KSAEs in order to protect or enhance his/her job. For example, see the video clips on the next two slides. A new employee may not have experience performing all the duties and responsibilities of his/her job. Job Analysis Interview by the Two Bobs With Tom (More Typical) Job Analysis Interview by the Two Bobs With Peter (Less Typical)  Sources and Methods of Job Analysis Supervisor reports: An employee’s supervisor reports an employee’s duties and responsibilities and KSAEs. Via questionnaire or interview. May be inaccurate because: A supervisor may forget or be unaware of an employee’s duties and responsibilities and KSAEs especially as the span of control of a supervisor widens and a supervisor has more employees to supervise and less time to supervise each employee. A new supervisor may not have experience supervising all the duties and responsibilities and an employee’s job.  Sources and Methods of Job Analysis Observation: A third party watches an employee and reports the employee’s duties and responsibilities and KSAEs. May be inaccurate because an employee’s duties and responsibilities and KSAEs may not be observable either because of the type of work (e.g. knowledge work) or because the window of observation is limited to a certain period of time.  Sources and Methods of Job Analysis Occupational Information Network (O*NET): Developed by the United States (i.e. US) government and based on US jobs. https://www.onetonline.org/. See the next slide. Enter your job title in “Occupation Keyword Search”. “Tasks” and “Detailed Work Activities” = Duties and responsibilities. You may need to click the drop down menu to get the full list. “Knowledge”/”Education”, “Skills”, “Abilities”, and “Job Zone” > “Related Experience” = KSAEs. May be inaccurate because it is general and not specific to a particular job at a particular organization.  Sources and Methods of Job Analysis National Occupational Classification (NOC): Developed by the Canadian government based on Canadian jobs. https://noc.esdc.gc.ca/. See the next slide. Enter your job title in “Enter your job title”. “Main duties” = Duties and responsibilities. You may need to click the drop down menu to get the full list. “Employment requirements” and “Additional information” = KSAEs. May be inaccurate because it is general and not specific to a particular job at a particular organization.  Sources and Methods of Job Analysis Commercially available standardized questionnaires: May be inaccurate because they are general and not specific to a particular job at a particular organization. Position analysis questionnaire (i.e. PAQ). Contains 195 items that are rated on a scale. Measures six dimensions of a job – information input, mental processes, work output, relationships with other persons, job context, and other job characteristics. Functional job analysis (i.e. FJA). Measures the extent which a job involves data (e.g. preparing documents), people (e.g. working with customers), and things (e.g. using equipment).  Self Reflective Job Titles How about creating your own job title instead of using its formal/official one? Self reflective job title (i.e. SJRT): “A self-generated designation for a work role that is personalized to capture the way an employee adds unique value to the organization”. 74  Self Reflective Job Titles Examples of SRJTs below: Company Official Job Title Self-Reflective Job Title Berkshire Hathaway Event Organizer Director of Chaos Yahoo! Spokesperson Yahoo! Evangelist Matrix Group Receptionist Director of First Impressions IBM Various Data Detective, Creative Technologist, Revenue Raiser 75  Self Reflective Job Titles What SRJT would you create for yourself? Pros and cons of SRJTs? Two part study (Study 1 and Study 2) by Grant and colleagues (2014). 76 Make a Wish Grants Wishes to Children With Life Threatening Illnesses 77  Study 1: Make A Wish A CEO of a Make A Wish chapter implemented SRJTs in their chapter’s office. Staff created their own SRJTs to supplement but not replace their official job titles. SRJTs were added to staff’s business cards, email signatures, and to the chapter’s website. Some examples: CEO = Fairy Godmother of Wishes. COO = Minister of Dollars and Sense. Administrative Assistant = Goddess of Greetings. Database Manager = Duchess of Data Wish Managers = Wizardess of Wishes, Merry Memory Maker. The researchers studied this one chapter that had 31 paid employees and 450 volunteers. The researchers conducted semi structured interviews, made observations, and looked at archival documents. 78  Study 1: Make A Wish Finding 1: SRJTs reduce emotional exhaustion (85% of respondents mentioned this). “Just makes work easier and cushions the blow a little bit and keeps things inspiring”. “You go through these hard times and the title makes the situation more lighthearted”. “Puts things in perspective: This is why I do what I do”. “Helps prevent staff from burning out”. “Keeps everybody’s spirits up…We’re working with ill children and obviously that’s saddening”. “Helps you realize that although this is a severe situation, you can still focus on the job that is left. Staff may have a hard time doing this if they didn’t have these titles”. 79  Study 1: Make A Wish Finding 2: SRJTs reduce emotional exhaustion through three mechanisms. A. Self verification (69% of respondents mentioned this). B. Psychological safety (77% of respondents mentioned this). C. External rapport (85% of respondents mentioned this). 80  Study 1: Make A Wish Finding 2A self verification: SRJTs enable people to express their identity in a way that is recognized and validated by others. “The title makes you proud…It makes everybody more real. Employees take ownership over their titles – they say ‘This is who I am…’ It helps you be comfortable with yourself.” “When I tell people [my title], they say, ‘That’s so you – it fits you so well.’ You fit right in there…It makes you want to come into work….If [the titles] didn’t happen, we wouldn’t know each other as well. I don’t think it would be as personal for some people.” 81  Study 1: Make A Wish Finding 2B psychological safety: SRJTs break down status barriers. “Every single solitary person on the planet has a story, and [the titles] help you keep that in perspective, because everybody has something… It humanizes everyone…[and] makes people more comfortable… It removes some of the power—it’s no longer ‘I’m up here, you’re down there.’ It breaks down barriers and allows a genuine conversation…[and] creates a warm, welcoming, loving environment for everybody so that people feel comfortable…” 82  Study 1: Make A Wish Finding 2C external rapport: SRJTs facilitate rapport, that is, “the experience of smooth, positive interactions with others, by enabling people to express their identities in ways that create enjoyable interactions with outsiders”. “An ice-breaker for people we meet; it opens up dialogue.” “There’s nothing better to meet someone and say ‘I’m a wish manager, also known as a fairy tale pixie’. It opens up conversation. ‘Oh, what does a fairy tale pixie do?’” 83  Study 2: Health Care Organizations Experimental group: In three sites, 55 workers created SRJTs such as: Infectious Disease Physician = Germ Slayer. Allergy Shot Nurse = Quick Shot. X-Ray Technician = Bone Seeker. Control group: In four sites, 64 workers did not create SRJTs. 84  Study 2: Health Care Organizations Both groups filled out surveys on the below. Then SRJTs were implemented in the experimental group only (i.e. not in the control group). Five weeks later both groups filled out the surveys again. Emotional exhaustion: Sample survey items – “I feel burned out from my work”, “I feel emotionally drained from my work”. Self verification: Sample survey items – “I feel that people at work understand who I am”, “In this organization, other people see me as I see myself”. Psychological safety: Sample survey items – “People in this organization sometimes reject me for being different” (reverse scored), “In working with other people in this organization, my unique skills and talents are value and utilized”. External rapport: Sample survey items – “I have excellent rapport with patients”, “I make a great first impression on patients”. 85  Study 2: Health Care Organizations Findings: 1. Emotional exhaustion was lower in the experimental group than in the control group. 2. In the experimental group, the reduction in emotional exhaustion caused by SRJTs was due to self verification and psychological safety but not external rapport. 86 87  Tim Hortons How many servers work there? How did Tim Hortons decide on that number? If there were too few servers working there, what would happen to: The servers? The customers? Tim Hortons? If there were too many servers working there, what would happen to: The servers? The customers? Tim Hortons? 88  What Is Planning? Planning: The process of identifying how many and what types of employees an organization needs. Planning process: 1. Forecast the demand for labour. 2. Forecast the supply of labour. 3. Conduct a gap analysis. 4. Develop strategies to achieve a labour equilibrium. 5. Prepare a staffing table. 6. Implement the strategies / staffing table.  1. Techniques for Forecasting Labour Demand Quantitative techniques: Trend analysis: An organization conducts a trend analysis which is looking for a pattern in past employment. Pros: Quick and easy to calculate. Cons: Lacks a rationale. For example: 2, 2, 2, 2, _____. 2, 4, 6, 8, _____. 2, 4, 8, 16, _____. 90  1. Techniques for Forecasting Labour Demand Continued from the previous slide. Regression analysis: An organization conducts regression analysis which is looking at past relationships between one or more causal factors and employment. For example: An organization has four salespeople and revenue of $2,000,000. Next year, the organization predicts its sales will increase to $3,000,000. How many salespeople does it need? The year after, the organization predicts its sales will decrease to $1,000,000. How many salespeople does it need? 91  1. Techniques for Forecasting Labour Demand Qualitative techniques: Management forecasts: HR staff speak with the various departments in an organization to determine what their future business plans are and hence what their future staffing needs are. 92  2. Techniques for Forecasting Labour Supply Skills inventory: An organization searches its human resource information system (HRIS) which has information on each employee’s KSAEs. For non-managerial employees. Management inventory: Same as the above except for employees at the level of management and higher. Replacement chart: An organization refers to its replacement chart which is a diagram that summarizes the most important positions in an organization and usually three potential replacements along with their age, present performance, and performance potential. For example, see the next slide. 93 94  2. Techniques for Forecasting Labour Supply Replacement summaries: An organization refers to its replacement summaries which is descriptive information that expands on the information contained in a replacement chart. Succession planning: An organization refers to its succession planning which is a formal initiative undertaken by an organization to identify and develop employees to replace its most important positions. Markov analysis: An organization conducts a markov analysis which is a transitional probability matrix that indicates the past movement of employees within an organization. For example, see the next slide. 95 96  3. Gap Analysis Labour equilibrium: Supply = Demand. An organization has the number and type of employees that it needs. Rare. Labour shortage: Supply < Demand. An organization has less employees than it needs. Labour surplus: Supply > Demand. An organization has more employees than it needs. Staffing table: An organization prepares a staffing table which is a table that summarizes the timeframe for implementing the strategies for achieving a labour equilibrium. For example, see seven slides after next. 97  4. Strategies for Dealing With a Labour Surplus Decrease the number of new employees entering the organization: Hiring freeze: An organization stops hiring new employees. Usually an organization’s initial response. Increase the number of existing employees leaving the organization: Attrition: An organization relies on attrition which is the natural leaving of employees from an organization due to death, retirement, firing with just cause, and quitting. Usually an organization’s initial response. Cons: No control over pace. Slow pace. More difficult to predict retirement with abolition of mandatory retirement age.  4. Strategies for Dealing With a Labour Surplus Continued from the previous slide. Quitting: An organization offers employees to quit. May also offer same treatment they would receive if they were fired without just cause (i.e. notice and/or pay in lieu of notice). May also offer reference letter and/or outplacement (i.e. job search) services and/or bonus and/or extended benefits (e.g. health) and/or other incentives. Early retirement: An organization offers employees to retire early and receive full retirement rewards or commensurate partial retirement rewards. May also offer bonus and/or other incentives. Cons: Expensive.  4. Strategies for Dealing With a Labour Surplus Continued from the previous slide. Sabbatical / Leave of absence: An organization offers employees to leave their job without pay for a period of time with the guarantee of receiving their old job back when they return. May also offer bonus and/or benefits (e.g. health) and/or other incentives. Layoff: Because of a decrease in work, an organization temporarily pauses employees’ jobs with the intent of unpausing them when there is an increase in work. Firing without just cause: An organization fires employees without just cause and provides them with notice and/or pay in lieu of notice. Usually, an organization’s last resort.  4. Strategies for Dealing With a Labour Surplus Decrease the hours or days worked by existing employees: Job sharing / Job splitting: An organization offers to divide one job between two or more employees. If an organization forces this, it may constitute constructive dismissal and it may be required to treat employees as if they were fired without just cause (i.e. notice and/or pay in lieu of notice) and then rehire them. Part time / Reduced workweek: Organization offers employees to shift from full time to part time or to decrease their days/hours. If an organization forces this, it may constitute constructive dismissal and it may be required to treat employees as if they were fired without just cause (i.e. notice and/or pay in lieu of notice) and then rehire them.  4. Strategies for Dealing With a Labour Surplus Continued from the previous slide. Work sharing: An organization offers to decrease employees’ workweek to three or four days per week and on their one or two nonwork days employees’ receive employment insurance (i.e. EI) from the government. An organization has to receive approval from the government for this because normally one cannot receive EI if one is working. Can only be done for a temporary period of time. Employment insurance employees would receive is not as high as their pay on their workdays.  4. Strategies for Dealing With a Labour Shortage Internal strategies (i.e. strategies that focus on employees within an organization): Overtime: An organization offers employees to work more hours for more pay. Usually an organization’s initial response. Transfer/Promotion/Demotion: An organization offers to shift an employee to a vacant job that is at the same / a higher / a lower level, pay, and responsibility. Con: Creates a new vacancy that now needs to be filled. Recruitment: An organization searches for people inside the organization to fill the job (i.e. internal recruitment). Con: Creates a new vacancy that now needs to be filled. Retention: An organization focuses on trying to prevent employees from quitting, usually by examining and striving to improve employees’ job satisfaction.  4. Strategies for Dealing With a Labour Shortage External strategies (i.e. strategies that focus on organizations and potential employees outside an organization): Outsourcing/Subcontracting: An organization hires an outside organization to perform the job. Outsourcing is permanent and larger scale. Subcontracting is temporary and smaller scale. Recruitment: An organization searches for people outside the organization to fill the job (external recruitment).  5. Staffing Table Staffing table: An organization prepares a staffing table which is a table that summarizes the timeframe for implementing the strategies for achieving a labour equilibrium. For example, see the next slide. 105  Staffing Table Year 1 2 3 4 5 6 7 8 9 Month J F M A M J J A S Cook 5 0 5 0 5 -1 4 0 4 0 4 +2 6 0 6 0 6 0 Waiter 7 +2 9 0 9 0 9 0 9 0 9 +1 10 0 10 0 10 -1 Dishwas her Bartende r Host/Hos tess Manager Cleaner Delivery Driver 106  To Sum Up Key concepts covered in today’s class: What is job analysis? Sources and methods of job analysis. Self reflective job titles. What is planning? Planning process. After today’s class, you should: Review what was covered and make sure you understand everything. If anything is unclear, speak with a classmate or the instructor. Make study notes and self test questions to prepare yourself for the upcoming test. 107  Sample Test Questions 1. Which is a strategy for dealing with a labour surplus: A. Hiring freeze. B. Attrition. C. Quitting. D. All of the choices. 108  Sample Test Questions 2. Self reflective job titles break down status barriers. Which mechanism is this: A. Self verification. B. Psychological safety. C. External rapport. D. None of the choices. 109 SECTION 3  Welcome to Today’s Class Topic: Employment Law (Part 1 of 2) Course: Human Resources Management (BUSI2312) Instructor: Dr. Joe Krasman 111  Major Pieces of Employment Legislation Some major pieces of employment legislation: Canadian Charter of Rights and Freedoms, Canadian Human Rights Act, Ontario Human Rights Code. Covers discrimination and harassment. Employment Equity Act. Covers employment equity. Employment Standards Act of Ontario. Covers employment standards. 112  Canadian Charter of Rights and Freedoms The Canadian Charter of Rights and Freedoms is part of the Constitution, the highest law in Canada. Section 15(1) of the Charter covers prohibited grounds of discrimination. See the next slide.  Canadian Human Rights Act The Canadian Human Rights Act covers federal employees (e.g. Canada Post, Parks Canada) and federally regulated employees (e.g. airlines, banks). Section 3(1) of the Act covers prohibited grounds of discrimination. See the next slide.  Ontario Human Rights Code Each province/territory has its own human rights legislation for non federal employees / non federally regulated employees. The Ontario Human Rights Code (i.e. Code) covers such employees in Ontario. Section 5(1) of the Code covers prohibited grounds of discrimination. See the next slide. The Canadian Charter of Rights and Freedoms, the Canadian Human Rights Act, and the Ontario Human Rights Code each mention mostly similar but also some different prohibited grounds of discrimination. We will focus on the Ontario Human Rights Code.  Prohibited Grounds of Discrimination Only 12 to 16 are defined in the Code (section 10(1) of the Code). 1. Race – What a person’s race is. 2. Ancestry – Who a person’s predecessors are. 3. Place of origin – Where a person is from. 4. Colour – What colour a person’s skin is. 5. Ethnic origin – What a person’s ethnicity is. 6. Citizenship – What country a person is a citizen of so long as the person has legal status work in Canada. 7. Creed – What a person’s religion is. 8. Sex – Whether a person is anatomically male, female, or intersex. Usually assigned at birth. Includes pregnancy (section 10(2) of the Code).  Prohibited Grounds of Discrimination 9. Sexual orientation – What a person’s sexual orientation is. 10. Gender identity – What gender a person identifies as. 11. Gender expression – How a person expresses their gender. 12. Age – 18 years of age or older. 13. Record of offences – Convictions for which a person has been pardoned. 14. Marital status – Being married, single, widowed, divorced or separated and includes the status of living with a person in a conjugal relationship outside marriage. 15. Family status – Being in a parent and child relationship. Relationship can be blood, adoptive, or other. 16. Disability – See section 10(1) of the Code on the next slide.  Discrimination Major types of discrimination: Intentional discrimination on a non prohibited ground. Intentional discrimination on a prohibited ground. Unintentional discrimination on a prohibited ground. Unintentional discrimination on a non prohibited ground. On the slides that follow, “you can” means it does not violate the Code.  Intentional Discrimination on a Non Prohibited Ground You can intentionally discriminate against a person on a non prohibited ground – directly (e.g. I do it) or indirectly (e.g. I instruct someone else to do it). For example, you can discriminate against (e.g. not hire) a person because they do not like hockey because attitudes about hockey is not a prohibited ground of discrimination. 124  Intentional Discrimination on a Prohibited Ground You cannot intentionally discriminate against a person on a prohibited ground – directly (e.g. I do it) or indirectly (e.g. I instruct someone else to do it) – unless there is a bona fide occupational requirement (i.e. BFOR) – that is, a business necessity – that cannot be reasonably accommodated – that is, accommodated without undue hardship – that is, without too much cost to the organization and/or too much health and safety risk to the employee and/or others. Organizations have a duty to reasonably accommodate. For example: You can discriminate against (e.g. not hire) a blind person who applies for a pilot job since sight – for flying a plane – is a BFOR that cannot be reasonably accommodated. You cannot likely discriminate against (e.g. not hire) a blind person who applies for a call center job since sight – for using a computer and phone – is a BFOR that can likely be reasonably accommodated. For example, see the video on the next slide. 125 126  Unintentional Discrimination on a Prohibited Ground Unintentional discrimination also known as systemic discrimination or adverse impact discrimination or constructive discrimination. For example: Not hiring people with gaps in their resume (family status, disability). Giving preference to hiring university students for a university coffee shop (age). Holding open houses only on the weekend or at night (creed, family status). Overreliance on recruiting via employee referrals (all). “You cannot unintentionally discriminate against a person on a prohibited ground – …”; same as for intentional discrimination on a prohibited ground. 127  Unintentional Discrimination on a Non Prohibited Ground You can unintentionally discriminate against a person on a non prohibited ground – directly (e.g. I do it) or indirectly (e.g. I instruct someone else to do it). 128  Prohibited Grounds of Discrimination In addition to the prohibited grounds, you cannot discriminate against a person because they are associated with another person who falls under a prohibited ground. See section 12 of the Code on the next slide. For example: You cannot discriminate against (e.g. not hire) a person because they are friends with someone who is Christian because Christianity is a creed and creed is a prohibited ground of discrimination. You can discriminate against (e.g. not hire) a person because they are friends with someone who dislikes hockey because attitudes about hockey is not a prohibited ground of discrimination.  Harassment Harassment: Engaging in a course of vexatious comment or conduct that is known or ought reasonably to be known to be unwelcome (section 10(1) of the Code). If the first incident is severe enough, it does not have to be a “course” of comment or conduct. The person does not have to object to the comment or conduct and can even appear to go along with it (e.g. laugh at the jokes made about his/her race).  Harassment You cannot intentionally or unintentionally, directly or indirectly harass a person on a prohibited ground. See section 5(2) of the Code at the top of the next slide. For example: You cannot make fun of a person being from Australia because that is the person’s place of origin and place of origin is a prohibited ground of discrimination. You can make fun of a person not liking hockey because attitudes about hockey is not a prohibited ground of discrimination.  Harassment You cannot intentionally or unintentionally, directly or indirectly sexually harass a person on a prohibited ground (i.e. harassment based on sex, sexual orientation, gender identity, and gender expression). See section 7(2) of the Code at the bottom of the previous slide. For example, see the next slide.  Human Rights Tribunal of Ontario If a person cannot resolve discrimination/harassment on his/her own (e.g. by speaking up) or does not want to, he/she can file an application with the Human Rights Tribunal of Ontario. A person must file his/her application within a year of the (latest) incident. Section 8 of the Code prohibits an organization from treating or threatening to treat a person negatively for trying to resolve discrimination/harassment on his/her own or with the Tribunal – called reprisal – even if the person turns out to be wrong (e.g. the Tribunal dismisses the case). If a person cannot resolve reprisal on his/her own or does not want to, he/she can file an application with the Tribunal. See the next slide. Human Rights Tribunal of Ontario  Human Rights Tribunal of Ontario The Tribunal offers mediation (i.e. holding meetings in which a mediator tries to help the parties come up with a remedy together) or adjudication (i.e. holding a hearing in which an adjudicator comes up with a remedy). An adjudicator can order up to three types of remedies. See the next slide. The Tribunal’s services are free. See the application form posted on Canvas.  To Sum Up Key concepts covered in today’s class: Discrimination. After today’s class, you should: Review what was covered and make sure you understand everything. If anything is unclear, speak with a classmate or the instructor. Make study notes and self test questions to prepare yourself for the upcoming test. 140 See You Next Class 141  References https://www3.ohrc.on.ca/en/policy-preventing-sexual-and-gender-based- harassment/2-identifying-sexual-harassment. SECTION 4  Welcome to Today’s Class Topic: Employment Law (Part 2 of 2) Course: Human Resources Management (BUSI2312) Instructor: Dr. Joe Krasman 144  Agenda and Announcements In today’s class, we will cover Employment Law (Part 2 of 2). 145  Major Pieces of Employment Legislation Some major pieces of employment legislation: Canadian Charter of Rights and Freedoms, Canadian Human Rights Act, Ontario Human Rights Code. Covers discrimination and harassment. Employment Equity Act. Covers employment equity. Employment Standards Act of Ontario. Covers employment standards. 146  Employment Equity Act Equality in Employment: A Royal Commission Report (1984) found that four groups of people are disadvantaged in employment, for example and especially, they are employed less, they have lower salaries, and they are in lower level jobs. See the next two slides for examples of findings from the report.  Employment Equity Act The four groups, called “designated groups”, are women, aboriginal peoples, members of visible minorities, and persons with disabilities. See the next three slides for definitions.  Employment Equity Act The Employment Equity Act was enacted to fix this disadvantage. The Act: https://laws-lois.justice.gc.ca/eng/acts/e-5.401/. See the next three slides for Sections 2, 5, and 6 of the Act.  Employment Equity Act The employment equity act applies to federal organizations (e.g. Canada Post, Parks Canada), federally regulated organizations (e.g. banks, airlines), and contractors with 100 or more employees who are contracting with the federal government for $200,000 or more. Should the number of groups be expanded? See the next slide for recent policy work in this area.  Employment Equity Process The employment equity process can broken down into six major steps: 1. Announce and communicate the program. 2. Collect workforce data. 3. Conduct a workforce analysis. 4. Conduct an employment systems review. 5. Develop and implement a plan. 6. Submit reports to the government. For example, see the 2023 Scotiabank Canadian Employment Equity Narrative Report posted on Canvas.  1. Announce and Communicate the Program For example, see the next two slides and pages 2 and 44 of the Scotiabank report for messages from the President/CEO and CHRO.  2. Collect Workforce Data Collect workforce data via self identification to determine how many members of each designated group are employed in each of 14 occupational groups. See the next slide for the 14 occupational groups. See this link for a sample self identification questionnaire template: https://equity.esdc.gc.ca/sgiemt-weims/emp/WeimsEET.jsp#1a/. See the slide after next for more explanation of this step. The self identification questionnaire is given to all employees. Even if they choose not to self identify, they must submit a blank questionnaire and sign and date it.  3. Conduct a Workforce Analysis 3. Conduct a workforce analysis in which the percentage of each designated group employed by the organization – “representation” – is compared with the percentage of each designated group member in the in the Canadian workforce – “labour market availability”. This is done for each designated group overall and for each occupational group within each designated group. The analysis will identify: Equity: Representation = Labour market availability. Underutilization: Representation < Labour market availability. Concentration: Representation > Labour market availability. See the next slide and pages 4, 26, 29, 32, and 41 of the Scotiabank report.  4. Conduct an Employment Systems Review Conduct an employment systems review to identify reasons for underrepresentation. See the next slide for more explanation of this step.  5. Develop and Implement a Plan Develop and implement an employment equity plan to fix underrepresentation. See the next slide for more explanation of this step. See pages 26-28, 29-31, 32-36, and 41-43 of the Scotiabank report for examples of the plans Scotiabank has developed and implemented.  6. Submit Reports to the Government Submit a quantitative and qualitative report to the federal government each year on or before June 1. Non-compliance (e.g. submitting late, excluding information, falsifying information) can result in a penalty of between $10,000 and $50,000. The federal government aggregates all the data submitted by all the organizations and publishes its own annual report. See the next four slides.  Employment Standards Act The Employment Standards Act (ESA) establishes the minimums that workers have the right to receive from their employers. The Act: https://www.ontario.ca/laws/statute/00e41. The ESA applies to workers in Ontario who do not work in federal organizations (e.g. Canada Post, Parks Canada) or federally regulated organizations (e.g. banks, airlines) which is most workers in Ontario. Each province and territory has its own employment standards act. Workers who work in federal organizations and federally regulated organization are governed by the Canada Labour Code. We will look at some of the major sections of the Act. We will look at other sections later in the course especially when we cover compensation, benefits, and turnover.  Employment Standards Act Eating periods: Sections 20(1) to 21. See the next slide.  Employment Standards Act Poster: Sections 2(1) to 2(7). See the next slide. Poster: https://www.ontario.ca/page/posters-required-workplace#section-1. “Every employer shall provide each of his or her employees with a copy of the most recent poster…” “…within 30 days…”  Employment Standards Act No contracting out: Section 5(1). Cannot “waive”. See the next slide. Greater contractual or statutory right: Section 5(2). “greater benefit”. See the next slide.  Employment Standards Act Minimum wage: Section 23(1). See the next slide.  Employment Standards Act Bereavement leave: Section 50.02(1) to 50.02(7). See the next two slides. See the “Pawternity Leave” article posted on Canvas.  Employment Standards Act Written policy on disconnecting from work: Sections 21.1.1 to 21.1.2(3). See the next two slides.  Employment Standards Act Written policy on electronic monitoring: Sections 41.1.1(1) to 41.1.1(4). See the next slide. See the video clip on the slide after next. Employment Standards Act  Employment Standards Act A new part has been added to the ESA – Part III.1. It has been passed but is not yet in effect: Sections 8.2(1), 8.3(1), 8.4(1), 8.5(1), and 8.6. See below and the next five slides.  Employment Standards Act Reprisal: Sections 74(1) and 74(2). See the next two slides.  Exemptions and Special Rules Some industries and jobs are exempt from certain employment standards or have special rules. For example, referring to the next slide: Click “special rule tool”: https://www.ontario.ca/document/industries-and- jobs-exemptions-or-special-rules. Click “EMS, healthcare, and health professionals”. Press “CTRL” and then “F” on you keyboard and then type “eating periods” in the search box that pops up. Notice that there are 12 jobs within the EMS, healthcare, and health professionals industry that are except from the eating period standard.  To Sum Up Key concepts covered in today’s class: Employment Equity Act. Employment Standards Act of Ontario. After today’s class, you should: Review what was covered and make sure you understand everything. If anything is unclear, speak with a classmate or the instructor. Make study notes and self test questions to prepare yourself for the upcoming test. 212 See You Next Class 213  Sample Test Questions 1. According to the ESA, an organization must give its employees: A. At least 30 minutes, paid, to eat, for every five hours of work. B. At least 30 minutes, unpaid, to eat, for every five hours of work. C. At least 60 minutes, unpaid, to eat, for every eight hours of work. D. At least 45 minutes, paid, to eat, for every eight hours of work. 214  Sample Test Questions 2. During which step of the employment equity process does an organization look at its HR policies and practices to help identify any barriers to inclusion of the designated groups: A. Conduct a workforce analysis. B. Conduct an employment systems review. C. Develop and implement a plan. D. None of the choices. 215  References Employment equity. https://equity.esdc.gc.ca/sgiemt-weims/emp/WeimsEET.jsp#00/ https://www.canada.ca/en/employment-social-development/programs/laws- regulations/labour/interpretations-policies.html#we https://www.canada.ca/en/employment-social- development/corporate/portfolio/labour/programs/employment- equity/reports/act-review-defining-expanding-groups-policy-brief-1.html ESA. https://www.ontariocanada.com/registry/showAttachment.do?postingId=484 53&attachmentId=62225 SECTION 5 Recruitment  What Is Recruitment? Recruitment: The process of getting people to apply for jobs at an organization. Begins after planning when a labour shortage has been identified and a staffing table has been developed. Ends when a suitable number of people have applied for a job. The next step after recruitment is selection. People can apply for a job by submitting an application form and/or resume. Ad 1 of 3 219 Ad 2 of 3 220 Ad 3 of 3 221  Questions What is like working at McDonald’s? Who is McDonald’s targeting. How is McDonald’s communicating its message? 222  Employer Branding Employer brand: The image an organization has as an employer. Employer branding has three steps: 1. Define the target audience. 2. Develop the employee value proposition (i.e. employer promise). 3. Communicate the value proposition. 223 Employer Branding 224  Internal Versus External Recruitment Internal recruitment: Recruiting from External recruitment: Recruiting from inside the organization. outside the organization.  Pros of Internal Recruitment Less time and money spent recruiting new employee (for example, no need to pay for advertisement or employment agency). Less time and money spent onboarding new employee (since new employee is familiar with organization). Increases existing employees’ job satisfaction, organizational commitment, organizational justice, and job performance and decreases their quitting (since they perceive high job performance is rewarded with promotion).  Pros of Internal Recruitment Increases potential employees’ attraction to organization (since they perceive high job performance is rewarded with promotion). More accurate information about people applying for job (since organization can rely on its own information).  Cons of Internal Recruitment Ideas of new employee are less innovative (since new employee has less exposure outside organization). New employee will struggle more with supervising subordinates (because subordinates are former coworkers). Subordinates will struggle more with being supervised by new employee (because supervisor is former coworker). Creates unhealthy competition among existing employees (as they try to outperform each other for new position). Creates a new job opening that now must be filled.  Cons of Internal Recruitment Smaller and less diverse pool of potential employees.  Pros of External Recruitment Ideas of new employee are more innovative (since new employee has more exposure outside organization). New employee will struggle less with supervising subordinates (because subordinates are not former coworkers). Subordinates will struggle less with being supervised by new employee (because supervisor is not former coworker). Does not create unhealthy competition among existing employees (as they do not try to outperform each other for new position). Does not create a new job opening that now must be filled.  Pros of External Recruitment Larger are more diverse pool of potential employees.  Cons of External Recruitment More time and money spent recruiting new employee (for example, may need to pay for advertisement or employment agency). More time and money spent onboarding new employee (since new employee is not familiar with organization). Decreases existing employees’ job satisfaction, organizational commitment, organizational justice, and job performance and increases their quitting (since they do not perceive high job performance is rewarded with promotion).  Cons of External Recruitment Decreases potential employees’ attraction to organization (since they perceive high job performance is not rewarded with promotion). Less accurate information about people applying for job (since organization cannot rely on its own information).  Recruitment Methods Some major methods of recruitment: Advertisements. Open house. Educational institutions. Employee referrals. Former employees. Employment agencies. Online recruiting. Career fairs.  Advertisements Organization recruits by publishing an ad. A recruitment ad should follow the AIDA model (from the field of marketing). See below and the next three slides: Attention – Attract attention to the job (e.g. make the ad attention grabbing). Interest – Create interest in the job. Desire – Create desire for the job. Action – Enable action to apply for the job (e.g. include info on how to apply).  Advertisements Attention: You must first attract attention to the ad. It must be seen to be read. One way to get the reader's eye in a display ad is by its design. The use of photos or artwork and fancy borders or typefaces is designed to get the reader to read the ad. Interest: Once the eye has been attracted to the ad, it is essential to develop interest in the job. The job content itself may be the best interest factor. You might write, for example, "Work on new product research“, "The latest high tech equipment“, or similar advantages. Salary and benefits are certainly interest factors. Other factors may include special advantages, opportunity for advancement, the chance to learn the newest developments in a field, or an especially desirable geographic area.  Advertisements Desire: The appetite has been whetted, interest has been awakened, and now the ad must create the desire to answer it. Amplification of the interest factors plus the extras offered by the job in terms of growth, job satisfaction, and personal value help create this desire. Appeals to family needs such as health insurance, telecommuting, and daycare assistance attract family oriented candidates. Tuition refund programs and nearby graduate schools appeal to education oriented people. Ads should be written with readers in mind. Advertising specialists call this the YOU approach. Readers are more interested in themselves than anything else. Write the ad to appeal to them – not to satisfy your own ego. To develop desire, the readers must identify with the ad. Each has to say "This is for me" for the ad to be a success.  Advertisements Action: Not only must the ad be appealing, it should instigate action. Readers have been attracted to the ad, their interests have been aroused, their desires have been catered to, and now they must be told what to do to satisfy this desire. The most effective way to capitalize on this is to make the action as easy as possible. Ask applicants to phone, write, or visit the company. If immediate action is desired, request that they telephone. List the name of the person to call, the phone number, and the time to call. If more detailed preliminary screening is requested, have them fax, mail, or e mail a letter or resume. For certain jobs, the company may prefer to have the candidates come directly to the office. If so, give good directions in the ad.  Advertisements Want ad: A recruitment ad that includes information about the identity of the organization (e.g. the organization’s name, the organization’s email address). Blind ad: A recruitment ad that excludes information about the identity of the organization (e.g. the organization’s name, the organization’s email address). Used when an organization does not want others to know it is recruiting for a job (e.g. does not want a current employee to know it is looking to replace him/her, does not want public to know its CEO is planning to retire). Some pros (+) and cons (-): Large pool of applicants. (+) Can be expensive. (-)  Open House Organization recruits by inviting potential applicants onto its premises. For example, see the next slide. Some pros (+) and cons (-): Inexpensive. (+) People can see organization and meet and speak with organizational representatives including those who may be in job themselves. (+) Recruiting is done over a short period (e.g. one day). (+) Smaller pool of applicants as people have to be available when open house is held and able to travel to it. (-) Especially effective for staffing a new organization or new branch of an organization (e.g. new branch of Walmart) where many jobs and many different types of jobs need to be filled. (-) Open House  Educational Institutions Organization recruits through an educational institution (e.g. trade school, college, university). Most educational institutions have career/placement offices/departments. Some pros (+) and cons (-): Inexpensive. Educational institutions have in their best interest to have high placement rates thus they often absorb all the costs. (+) Especially effective for filling jobs that require formal training and little or no formal work experience (e.g. entry level nurse). (+)  Employee Referrals Organization recruits by having current employees refer applicants. A bonus is often offered to motivate current employees to make referrals. To prevent current employees from referring suboptimal applicants just to get the bonus, the applicant usually has to be hired and remain employed for a minimum period of time (e.g. three months, six months, a year).  Employee Referrals Some pros (+) and cons (-): Because people keep friends who are similar to themselves, applicants should be at least as good as current employees who refer them. (+) For the same reason, it can cause inbreeding which is too much employee similarity and not enough diversity. (-) Current employee is motivated to refer an optimal applicant so he/she will look good, so he/she will have a good coworker/supervisor/subordinate, and so the organization will do well which benefits him/her. (+)  Former Employees An organization recruits people who worked for the organization but quit or retired. Also called boomerangs or rehires. Some pros (+) and cons (-): Smaller pool of applicants. (-) Less time and money spent on onboarding. (+) More accurate information about people applying for job (since organization can rely on its own information). (+)  Employment Agencies An organization recruits via a third party organization that specializes in recruitment. Three main types: Temporary help agencies: For recruiting short term or part time employees. Usually charge a flat fee per hire. Employees can be easily replaced if they do not work out. Employees are usually highly motivated to perform well because they want the organization to offer them permanent or full time employment. Private employment agencies: For recruiting employees at the level of manager or below. They usually charge a flat fee. Executive search firms: For recruiting at the level above manager (e.g. VP, CEO). Usually charge a percentage (e.g. one third) of the person’s first year salary.  Employment Agencies Some pros (+) and cons (-): Less time spent on recruiting. (+) Can be expensive. (-)  Online Recruiting An organization recruits via an online platform. Three main types: Internet job boards: For example, Monster, Indeed, Workopolis, Employment and Social Development Canada’s Job Bank. (https://www.jobbank.gc.ca/home). Organizational websites: For example, the “careers” section of an organization’s website. Social networking sites: For example, Facebook, LinkedIn.  Online Recruiting Some pros (+) and cons (-): Large pool of applicants. (+) Inexpensive. (+) Can result in too many applicants. (-)  Career Fairs An organization recruits at an event where other organizations in the same industry are also recruiting (e.g. healthcare professionals job fair). The organization typically rents a booth. Some pros (+) and cons (-): Recruiting is done over a short period (e.g. one day). (+) Smaller pool of applicants as people have to be available when fair is held and able to travel to it. (-) People can meet and speak with organizational representatives including those who may be in job themselves. (+) Competitors are usually present which puts organization under direct scrutiny of comparison. (-)  Recruiter Behaviours A meta analysis showed that the following recruiter behaviours influence people’s recruitment attitudes and behaviours; specifically, people’s job pursuit intentions, job organization attraction, acceptance intentions, and job choice. Personable. Competent. Informative. Trustworthy. See the next slide for definitions of job pursuit intentions, job organization attraction, acceptance intentions, and job choice.  Realistic Job Preview Realistic job preview (RJP): Educating potential job applicants about the positive and negative aspects of a job. An alternative to the “seduction method” which is educating potential job applicants about only the positive aspects of a job.  Realistic Job Preview Outcomes and benefits of RJPs: Decreases expected job satisfaction of potential applicants. Decreases number of applicants. Increases job performance of hired applicants. Decreases stress of hired applicants. Decreases thoughts of quitting and actual quitting of hired applicants. Decreases firing of hired applicants.  Realistic Job Preview Proof of decreased actual quitting and firing of hired applicants (from Weitz (1956) who conducted the first official study on RJPs): Applicants for an insurance agent job were divided into an experimental group and a control group. The experimental group was mailed a job booklet that presented positive and negative information about the job. The control group was not. See the next slide. Over the next six months: Of the 226 hired applicants in the experimental group, 19% actually quit or were fired. Of the 248 hired applicants in the control group, 27% actually quit or were fired. See the slide after next.  Realistic Job Preview Proof of decreased expected job satisfaction of potential applicants and decreased thoughts of quitting, actual quitting, and firing of hired applicants (from Wanous (1973) who coined the term RJP): Applicants for a telephone operator job were divided into an experimental group (i.e. “Realistic” group) and a control group (i.e. “Traditional” group). The experimental group was shown a new film that presented positive and negative information about the job. The control group was shown the existing film that presented mostly positive information about the job. On the Job Descriptive Index, expected satisfaction of applicants with work and supervision were lower in the experimental group than in the control group. The other facets were not covered in the films hence there were no differences. See the next slide.  Realistic Job Preview Continued from the previous slide. On the Minnesota Satisfaction Questionnaire, expected satisfaction of applicants with seven of the nine facets covered in the films were lower in the experimental group than in the control group. The other 11 facets were not covered in the films hence there were no differences. See the next slide. After one month on the job: Thoughts of not quitting of hired applicants were higher in the experimental group than in the control group (i.e. 4.82/5 versus 4.14/5). After three months on the job: 38% of hired applicants in the experimental group actually quit or were fired and 50% of hired applicants in the control group actually quit or were fired.  Realistic Job Preview RJPs achieve their outcomes through six mechanisms listed below and elaborated on the next slide: Increased self-selection. Increased freedom of choice. Increased accuracy of expectations. Decreased worry. Increased trust and honesty. Decreased ambiguity.  Realistic Job Preview In order to be effective, RJPs should have five attributes listed below and elaborated on the next two slides: Accuracy of the information. Specificity of the information. Breadth of the information. Credibility of the source comprised of likeableness, perceived trustworthiness, and perceived expertise. Importance of the information.  Expectations Lowering Procedure Expectations lowering procedure (ELP): Educating potential job applicants that their expectations may not be met. An ELP is general, not job specific or organization specific like an RJP. An ELP requires less time and money to develop than an RJP. One can be done for a whole organization or series of related jobs rather than one for each job. Research has shown that: Using an ELP is more effective than not using an ELP or not using an RJP. Using an ELP is less effective than using an RJP. Using an ELP and an RJP (i.e. both) is more effective than using an ELP or an RJP (i.e. one).  Expectations Lowering Procedure ELPs address expectations directly whereas RJPs address expectations indirectly. See the next slide. See the three slides after next for an example of an ELP versus an RJP.  To Sum Up Key concepts covered in today’s class: What is recruitment? Employer branding. Internal versus external recruitment. Recruitment methods. Recruiter behaviours. Realistic job preview. Expectations lowering procedure. 274  To Sum Up After today’s class, you should: Review what was covered and make sure you understand everything. If anything is unclear, speak with a classmate or the instructor. Make study notes and self test questions to prepare yourself for the upcoming test. 275 See You Next Class 276  References Employer branding Dessler, G.; Chhinzer, N. 2023. Human Resources Management in Canada. Advertisement Pell, A. (2000). The Complete Idiot’s Guide to Recruiting the Right Stuff. Recruiter behaviour Breaugh, J. (2013). “Employee recruitment”. Annual Review of Psychology. 64(1). 389-416. Chapman, D., Uggerslev, K., Carroll, S., Piasentin, K., Jones, D. (2005). “Applicant attraction to organizations and job choice: a meta-analytic review of the correlates of recruiting outcomes”. Journal of Applied Psychology. 90(5). 928- 944.  References Realistic job preview Baur, J., Buckley, M., Bagdasarov, Z., Dharmasiri, A. (2014). “A historical approach to realistic job previews: An exploration into their origins, evolution, and recommendations for the future”. Journal of Management History. 20(2). 200- 223. Breaugh, J., Billings, R. (1988). “The realistic job preview: Five key elements and their importance for research and practice”. Journal of Business and Psychology. 2(4). 291-305. Fisher, C., Ilgen, D., Hoyer, W. (1979). “Source credibility, information favorability, and job offer acceptance”. Academy of Management Journal. 22(1). 94-103. Meglino, B., Ravlin, E., DeNisi, A. (2000). “A meta-analytic examination of realistic job preview effectiveness: A test of three counterintuitive propositions”. Human Resource Management Review. 10(4). 407-434.  References Realistic job preview (continued) Wanous, J. (1973). “Effects of a realistic job preview on job acceptance, job attitudes, and job survival”. Journal of Applied Psychology. 58(3). 327-332. Weitz, J. (1956). “Job expectancy and survival”. Journal of Applied Psychology. 40(4). 245-247. Expectations lowering procedure Buckley, M., Fedor, D., Veres, J., Wiese, D., Carraher, S. (1998). “Investigating newcomer expectations and job-related outcomes”. Journal of Applied Psychology. 83(3). 452-461. Buckley, M., Mobbs, T., Mendoza, J., Novicevic, M., Carraher, S., Beu, D. (2002). “Implementing realistic job previews and expectation-lowering procedures: A field experiment”. Journal of Vocational Behavior. 61(2). 263-278. SECTION 6  Agenda and Announcements In today’s class, we will cover Selection. 281  What Is Selection? Selection: The process of choosing the best applicant for a job, offering him/her the job, and the applicant accepting the job. Selection has five steps: 1. Screening. (e.g. 7/100 applicants pass screening) 2. Testing. (e.g. 5/7 applicants pass testing) 3. Interviewing. (e.g. 3/5 applicants pass interviewing) 4. Reference checking. (e.g. 2/3 applicants pass reference checking) 5. Offer and acceptance. (e.g. 1/2 applicants is made an offer and accepts) The selection process follows a multiple hurdle approach which means that only those applicants who pass (i.e. meet or exceed) a step proceed to the next step. For example, see the e.g.s above. 282  Bartender at Montana’s What you will do in this role: What we are looking for: Guide guests with their beverage selection and Provincial Responsible Alcohol Service certification. recommend offerings. Bonus points for previous experience as a bartender in a Prepare all beverages to brand standards. high volume casual dining restaurant. Maintain bar cleanliness and brand appearance. Excellent communication, social and organizational skills. Adhere to all liquor laws and regulations. Team oriented with the ability to build and foster positive Adhere to health and safety policies and procedures relationships. outlined in the health and safety program. Energetic, self-confident, and positive attitude. Manage aggregator and take out sales. Ability to work a flexible schedule. Be a “know it all” about our regular promotional food and beverage menus. Provide a welcoming smile and genuine hospitality. Get to know our guests and enhance their personal experience, while flawlessly executing our steps of service to brand standards. Process guests orders and payments in a timely manner. Provide responsible alcohol service to all guests. Abide by food safety regulations, food handling procedures, and best practices. 283  1. Screening Usually conducted by HR. Application forms and resumes are checked for whether applicants meet the job specifications (i.e. the knowledge, skills, abilities, and experience (KSAEs) of the job). Software can and is usually used for this. 284  Bartender at Montana’s What you will do in this role: What we are looking for: Guide guests with their beverage selection and Provincial Responsible Alcohol Service certification. recommend offerings. Bonus points for previous experience as a bartender in a Prepare all beverages to brand standards. high volume casual dining restaurant. Maintain bar cleanliness and brand appearance. Excellent communication, social and organizational skills. Adhere to all liquor laws and regulations. Team oriented with the ability to build and foster positive Adhere to health and safety policies and procedures relationships. outlined in the health and safety program. Energetic, self-confident, and positive attitude. Manage aggregator and take out sales. Ability to work a flexible schedule. Be a “know it all” about our regular promotional food and beverage menus. Provide a welcoming smile and genuine hospitality. Get to know our guests and enhance their personal experience, while flawlessly executing our steps of service to brand standards. Process guests orders and payments in a timely manner. Provide responsible alcohol service to all guests. Abide by food safety regulations, food handling procedures, and best practices. 285  What Is Selection? Selection: The process of choosing the best applicant for a job, offering him/her the job, and the applicant accepting the job. Selection has five steps: 1. Screening. (e.g. 7/100 applicants pass screening) 2. Testing. (e.g. 5/7 applicants pass testing) 3. Interviewing. (e.g. 3/5 applicants pass interviewing) 4. Reference checking. (e.g. 2/3 applicants pass reference checking) 5. Offer and acceptance. (e.g. 1/2 applicants is made an offer and accepts) The selection process follows a multiple hurdle approach which means that only those applicants who pass (i.e. meet or exceed) a step proceed to the next step. For example, see the e.g.s above. 286  2. Testing Usually conducted by HR. Reliability. Validity. Types of tests. 287  Reliability Reliability: The degree to which a test produces consistent results. A selection test should have high reliability. 288  Reliability There are four types of reliability: Test retest reliability. The degree to which a person taking the same test more than once gets consistent results. For example, if a person takes the same emotional stability test twice and gets the same score each time, the test has high test retest reliability. Alternative forms reliability. The degree to which a person taking different versions of a test gets consistent results. For example, if an emotional stability test chooses 100 questions from a bank of 1,000 questions and a person takes the test twice and gets the same score each time, the test has high alternative forms reliability. 289  Reliability Continued from the previous slide. Interrater reliability. The degree to which different assessors (e.g. people) scoring the same person’s test give consistent results. For example, if three people score a person’s emotional stability test the same, the test has high interrater reliability. Interitem reliability. The degree to which a person answers each question on a test consistently. For example, if a person answers each question on an emotional stability test the same, the test has high interitem reliability. 290  Validity A selection test should have high validity. 291  Validity There are two types of validity: Content/Construct validity. The extent to which a test measures what it is supposed to measure. For example, if an emotional stability test only asks questions about one part/aspect of emotional stability, it has low content/construct validity. Predictive validity. The extent to which a test influences job performance. For example, if an emotional stability test influences job performance, it has high predictive validity. 292  Reliability and Validity High Low Validity Validity High Reliability Low Reliability 293  Reliability and Validity Reliability and validity are not necessarily related. One can be high and the other can be low. For example: A test can have high reliability and low validity. For example, in order to measure my height, I step on a scale (i.e. low validity), and it gives me the same number each time (i.e. high reliability). A test can have low reliability and high validity. For example, in order to measure my weight, I step on a scale (i.e. high validity), and it gives me a different number each time (i.e. low reliability). 294  Types of Tests Tests of physical (e.g. lifting), mental (e.g. memory, math), emotional (e.g. staying calm), interpersonal (e.g. communication), etc. abilities and skills. Personality tests. Knowledge tests. Work sample tests. 295  Bartender at Montana’s What you will do in this role: What we are looking for: Guide guests with their beverage selection and Provincial Responsible Alcohol Service certification. recommend offerings. Bonus points for previous experience as a bartender in a Prepare all beverages to brand standards. high volume casual dining restaurant. Maintain bar cleanliness and brand appearance. Excellent communication, social and organizational skills. Adhere to all liquor laws and regulations. Team oriented with the ability to build and foster positive Adhere to health and safety policies and procedures relationships. outlined in the health and safety program. Energetic, self-confident, and positive attitude. Manage aggregator and take out sales. Ability to work a flexible schedule. Be a “know it all” about our regular promotional food and beverage menus. Provide a welcoming smile and genuine hospitality. Get to know our guests and enhance their personal experience, while flawlessly executing our steps of service to brand standards. Process guests orders and payments in a timely manner. Provide responsible alcohol service to all guests. Abide by food safety regulations, food handling procedures, and best practices. 296  What Is Selection? Selection: The process of choosing the best applicant for a job, offering him/her the job, and the applicant accepting the job. Selection has five steps: 1. Screening. (e.g. 7/100 applicants pass screening) 2. Testing. (e.g. 5/7 applicants pass testing) 3. Interviewing. (e.g. 3/5 applicants pass interviewing) 4. Reference checking. (e.g. 2/3 applicants pass reference checking) 5. Offer and acceptance. (e.g. 1/2 applicants is made an offer and accepts) The selection process follows a multiple hurdle approach which means that only those applicants who pass (i.e. meet or exceed) a step proceed to the next step. For example, see the e.g.s above. 297  3. Interviewing Usually conducted by the hiring supervisor. Interview”er”: Person interviewing. Interview”ee”: Person being interviewed. Types of interviews. Media for interviews. Interview questions. Interviewing. Interviewer biases. 298  Types of Interviews There are three types of interviews: Individual. Interviewee is interviewed by one interviewer. More susceptible to bias than panel or sequential. Less intimidating for interviewee than panel or sequential. Less chance of interviewee forgetting his/her answers than sequential. Shorter than sequential. Easier to schedule than panel or sequential. Panel. Interviewee is interviewed by more than one interviewer at once. Less susceptible to bias than individual. More intimidating for interviewee than individual. Less chance of interviewee forgetting his/her answers than sequential. Shorter than sequential. Harder to schedule than individual. 299  Types of Interviews Continued from the previous slide. Sequential. Interviewee is interviewed by more than one interviewer one after the other. Less susceptible to bias than individual. More intimidating for interviewee than individual. More chance of interviewee forgetting his/her answers than individual or panel. Longer than individual or panel. Harder to schedule than individual. 300  Media for Interviews There are three media for interviews: In person. Phone. Virtual. Synchronous or asynchronous. 301  Interview Questions There are four types of interview questions: Structured. Interviewer asks each interviewee the same questions. Interviewer cannot pursue points of interest. Higher reliability and validity than unstructured. Easier to compare interviewees than unstructured. Unstructured. Interviewer ask each interviewee whatever questions he/she wants. Interviewer can pursue points of interests. Lower reliability and validity than structured. Harder to compare interviewees than structured. 302  Interview Questions Continued from the previous slide. Situational. Interviewer asks candidate how he/she would deal with a situation in the future. For example, “How would you deal with a drunk customer trying to order more drinks?” or “How would you work in a team?”. Based on the premise that what people say they will do in the future, they will do in the future. Behavioural description. Interviewer asks candidate how he/she has dealt with a situation in the past. For example, “How have you dealt with a drunk customer trying to order more drinks?” or “How have you worked in a team?”. Based on the premise that what people have done in the past, they will do in the future. 303  Bartender at Montana’s What you will do in this role: What we are looking for: Guide guests with their beverage selection and Provincial Responsible Alcohol Service certification. recommend offerings. Bonus points for previous experience as a bartender in a Prepare all beverages to brand standards. high volume casual dining restaurant. Maintain bar cleanliness and brand appearance. Excellent communication, social and organizational skills. Adhere to all liquor laws and regulations. Team oriented with the ability to build and foster positive Adhere to health and safety policies and procedures relationships. outlined in the health and safety program. Energetic, self-confident, and positive attitude. Manage aggregator and take out sales. Ability to work a flexible schedule. Be a “know it all” about our regular promotional food and beverage menus. Provide a welcoming smile and genuine hospitality. Get to know our guests and enhance their personal experience, while flawlessly executing our steps of service to brand standards. Process guests orders and payments in a timely manner. Provide responsible alcohol service to all guests. Abide by food safety regulations, food handling procedures, and best practices. 304  Interviewing Interviewing has five steps: 1. Planning the interview. Schedule the interview. Establish the format and questions. Ensure the interviewer is familiar with the job so he/she can answer questions from the interviewee. 2. Establishing rapport. Make the interviewee feel at ease by welcoming him/her, making small talk, and acting warm and hospitable. 3. Asking questions. Start with general and easier questions and move to specific and harder questions. Avoid yes or no questions. Use probing techniques (e.g. “Can you expand on that?”). Do not respond verbally or non verbally with evaluations of the interviewee’s answers (e.g. “Great answer!”). Speak less and listen more. 305  Interviewing Continued from the previous slide. 4. Closing the interview. Ask the interviewee if he/she has questions. Explain the next steps in the process to the interviewee. Thank the interviewee for his/her time and interest. 5. Evaluating the interviewee. Assess the interviewee’s interview performance. If there is more than one interviewer and more than one interviewee, avoid evaluation discussions until all the interviews have been conducted. 306  Interviewer Biases First impression error. Contrast effect. 307  First Impression Error First impression error: The tendency for an interviewer’s first perception of an interviewee to influence his/his later perceptions of the interviewee. 308  First Impression Error The following study provides support for the bias: Before interviewing applicants, people read applicants’ application forms and test scores and rated them from 1 = very low to 9 = very high. The interviews were videorecorded and analyzed. Results showed that the higher people rated applicants before the interview, the more positively they behaved toward applicants during the interview. For example, they had a more positive style, they showed a more favourable orientation toward the offer, they had a more positive vocal style, they did more selling of the company/job, they provided more job information, and they asked less total questions, less closed questions, less initial questions, and less follow-up/probing questions. See the next slide. 309 31