Human Resources - Job Analysis to Recruitment PDF

Human Resources – BOH4M Part 1 of 3: The Beginning Managing HR Until Training Management Fundamentals - Chapter 1 12 Success Criteria I can explain the purpose of HR and identify its various functions I can differentiate between a job title, des...

Human Resources – BOH4M Part 1 of 3: The Beginning Managing HR Until Training Management Fundamentals - Chapter 1 12 Success Criteria I can explain the purpose of HR and identify its various functions I can differentiate between a job title, description, and specification I can construct appropriate and effective interview questions Management Fundamentals - Chapter 2 12 H.R. AND THE ORGANIZATION Management Fundamentals - Chapter 3 12 Be Nice to HR!!!! Management Fundamentals - Chapter 4 12 Discuss Who is HR? What do they do? 5 Human Resources Human Resources – “Human” = People – “Resources” = Something of value Businesses have H.R. departments to manage the human side of the business, recognizing that people are the most valuable asset Management Fundamentals - Chapter 6 12 What Does HR Do? What HR handles – Job Analysis (determine job requirements) – Recruitment (find potential employees) and Selection (choose from the pool of applicants) – Training and Development (manage employee learning) – Compensation (deciding employee pay) – Performance Appraisals (evaluate employee performance) – Labour Relations (dealing with unhappy unions) – Workplace Health and Safety (ensure a safe work environment) 7 Study Question 1: Why do people make the difference? Human capital is critical for long term organizational success Organizations perform better when they treat their employees better Management Fundamentals - Chapter 12 8 Everything Falls into 3 Categories H.R. Responsibilities: – Attracting a quality workforce Human resource planning, recruitment, and selection – Developing a quality workforce Employee orientation, training and development, and performance appraisal. – Maintaining a quality workforce Career development, work-life balance, compensation and benefits, employee retention and turnover, and labor- management relations. Management Fundamentals - Chapter 12 9 LEGAL ISSUES IN H.R. Management Fundamentals - Chapter 10 12 Study Question 2: What is strategic human resource management? Discrimination in employment – Occurs when someone is denied a job or job assignment for reasons that are not job relevant. – Example: a prominent tech company faced a lawsuit after several former employees, all over the age of 50, claimed they were laid off to make way for younger workers Management Fundamentals - Chapter 12 11 Study Question 2: What is strategic human resource management? Employment equity – An effort to give preference in employment to Aboriginals, women, visible minorities, and people with physical/mental disability. – Controversial, but aim is to create a workforce that reflects the diversity of the population – Bona fide occupational requirements: specific qualifications/attributes essential for performing particular job; legally recognized as justifiable reasons for discirmination Management Fundamentals - Chapter 12 12  Current legal issues in HR management – Sexual harassment is behaviour of a sexual nature that affects a person’s employment situation – Quid pro quo: when submission to sexual advances is made a condition of employment or academic benefits – Hostile work environment: such as unwanted touching or inappropriate comments – The Canadian Human Rights Act and the procedures and the Canada Labour Code protect employees from sexual harassment in the workplace Management Fundamentals - Chapter 12 13  Additional legal issues in HR management – Comparable worth holds that persons performing jobs of similar importance should be paid at comparable levels – Part-time and contract work are becoming increasingly popular. Management Fundamentals - Chapter 12 14 Workplace Health and Safety HR is responsible for overseeing the policies, prevention, and post-incident consequences of workplace health and safety issues. Examples: – An employee gets injured on the job – An employee feels stressed – A situation in the workplace appears unsafe Management Fundamentals - Chapter 15 12 WHMIS The Workplace Hazardous Materials Information System (WHMIS) is Canada's national hazard communication system Key elements: – Labelling of hazardous products – Safety data sheets – Worker education and training Management Fundamentals - Chapter 16 12 Workplace Safety Videos Discussion Questions After Video: 1.Which commercial was the most provocative? 2.What was the point of these commercials? 3.Why do you believe that this was a successful campaign? 4.How does this change your view of being a manager? Management Fundamentals - Chapter 17 12 JOB ANALYSIS Management Fundamentals - Chapter 18 12 Study Question 3: How do organizations attract a quality workforce? The foundation of human resource planning is job analysis. – A systematic study to determine job facts: responsibilities, timing, and processes – The who, what, where, why, when of the job Job analysis provides information for developing: 1. Job descriptions 2. Job specifications Management Fundamentals - Chapter 12 19 1. Job Descriptions – What the person holding the job actually does. – Ex) The counter server is responsible for greeting customers, cleaning the counter area, serving customers, handling cash, and counting inventory. A counter server counts cash at the end of the shift and reports to the shift supervisor. Management Fundamentals - Chapter 20 12 2. Job Specifications – The required knowledge, skills, and abilities to perform a job – Ex) A counter server requires a high school diploma, two years of experience in the industry, safety training, and an ability to comfortably stay on their feet and lift 8 kilograms repeatedly. Management Fundamentals - Chapter 21 12 RECRUITMENT AND SELECTION Management Fundamentals - Chapter 22 12 Study Question 3: How do organizations attract a quality workforce? Recruitment – Activities designed to attract a qualified pool of job applicants to an organization. – Steps in the recruitment process: Advertisement of a job vacancy. Preliminary contact with potential job candidates. Initial screening to create a pool of qualified applicants. Management Fundamentals - Chapter 12 23 Study Question 3: How do organizations attract a quality workforce? Recruitment methods: – External recruitment — candidates are sought from outside the hiring organization – Internal recruitment — candidates are sought from within the organization – Traditional recruitment — highlights only positive aspects – Realistic job previews — candidates receive all relevant job information. Management Fundamentals - Chapter 12 24 Discussion - Small Groups Imagine the position of Principal became open at your school. Give specific actions the school could take to internally recruit. Do the same for external recruitment. We’ll share as a class. 25 INTERVIEWING Management Fundamentals - Chapter 26 12 Interviewing There are two types of interviews: – Structured Interviews Involve questions that are very planned and asked in a systematic way. This means that the questions are the same to each potential application (helps avoid bias but is rigid) – Unstructured Interviews Involve questions that are unplanned Allows for a more fluid and natural interview but is very open to bias and may be unfair to some applicants 27 Management Fundamentals - Chapter 12 Interviewing – Questions to Ask Ask questions that are relevant to the job – Avoid questions that can be answered elsewhere, such as in their resume – Have a purpose to each question – Can also involve questions that test aptitude E.g., how many windows are there in NY city? – The answer itself is less important than the thought process they use to reach the answer. Management Fundamentals - Chapter 28 12  Ask questions that allow you to get to know a person; look for person-organization fit. This means that the person is the right fit (is well suited) for the organization. Person-job fit means that the person is simply well suited for the job itself Avoiding asking questions that you can find answers to on a resume – Use the interview to elaborate on resume details Management Fundamentals - Chapter 29 12 Questions that you are not allowed to ask Employers in Ontario cannot ask for: 1. Age/Date of Birth 2. Marital or Family Status 3. Personal Questions 4. Disabilities 5. Criminal Record 6. Race, Religion, Nationality, Sexual Orientation, Affiliations Management Fundamentals - Chapter 30 12 Sample Teacher Interview Questions - Can you describe your teaching philosophy and how it influences your approach in the classroom? - How do you foster a positive learning environment for your students? - What strategies do you use to manage classroom behaviour and ensure a respectful atmosphere? - How do you accommodate students with diverse learning needs in your classroom? Management Fundamentals - Chapter 31 12