Presentation Transcript

1. Chapter 8Human Resources, Culture, & Diversity

   Business EssentialsMrs. Wilson
2. Before Activity - Predict How has the workforce changed in the last 20 years?
3. This lesson describes the changing workforce in today’s businesses and introduces the work of human resources personnel. 8-1 Human resources basic
4. The Changing Workforce Workforce – made up of all the people 16 years and older who are employed or who are looking for a job Most jobs today require at least a high school education or often some special training The Bureau of Labor Statistics (BLS) is part of the U.S. Department of Labor It researches thousands of different jobs The BLS publishes the Occupational Outlook Handbook (OOH)
5. The Changing Workforce Service-producing industries: Information Finance activities Professional & business services Education & health services Leisure & hospitality Government Goods-producing industries: Agriculture, mining, & construction Manufacturing Trade Transportation & utilities The Occupational Outlook Handbook analyzes 2 major types of industries:
6. The Changing Workforce The U.S. economy has experienced a change It has moved from an emphasis on goods-producing to service-producing businesses The BLS estimates that nearly all job growth over the next 10 years will occur in service businesses Another way of looking at the workforce is to think about groups of occupations Occupations can be referred to in terms of 2 very broad types of workers: white-collar and blue-collar
7. The Changing Workforce White-collar worker – one whose work is more mental than physical and involved handling and processing of information Most white-collar workers are employed in offices, stores, and professional service businesses Blue-collar worker – one whose job involves a great deal of manual work Blue-collar workers are employed in factories, on construction sites, on farms, and in the delivery of many basic services
8. The Changing Workforce Increased use of computers and information technology in factories and construction is changing the nature of both types of work It is resulting in a need for higher levels of education and training Both types of workers are needed to satisfy economic needs and wants
9. The Changing Workforce There are several strong influences on today’s workforce: Consumer preferences (p176-177) Economic conditions New technology Business competition
10. The Changing Workforce To cut costs, some businesses decide to do the following: Downsizing – a planned reduction in the number of employees needed in a firm in order to reduce costs and make the business more efficient Outsourcing – removes work from one company and sends it to another company that can complete it at a lower cost
11. Human Resources Overview Human resources are the people who work for a business This includes management and employees, full-time and part-time workers Managing human resources is one of the most important responsibilities of a business Human resources are different from almost every other resource needed by businesses; each person is different
12. Human Resources Overview They bring varied knowledge, skills, experience, and motivation to their jobs Human resources must be able to work with the vast differences and unique capabilities of each employee and develop a workforce that is productive and efficient
13. Human Resources Overview There are 7 major human resources goals: Identify the personnel needs of the company Maintain an adequate supply of people to fill those needs Match abilities and interests with specific jobs Provide training and development to prepare people for their jobs and to improve their capabilities as job requirements change Develop plans to compensate personnel for their work Protect the health and well-being of employees Maintain a satisfying work environment
14. Human Resources Overview Managing human resources involves 4 broad categories of activities: Planning and staffing (p178-179) Performance management Compensation and benefits Employee relations
15. This lesson focuses on how to identify and hire personnel, the types of compensation and benefits plans used in business, and the steps in employee performance management. 8-2 Managing Human resources
16. Human Resources Planning & Staffing If human resources management does its job well, the company will have employees who do their job well This will result in a successful, profitable business The company must decide whether the person to be hired will be permanent or temporary; full-time or part-time
17. Human Resources Planning & Staffing Before hiring, human resources staff studies the work that must be done in the job Job analysis – a specific study of a job to identify in detail job duties and skill requirements Next, prospective employees meeting the requirements must be located
18. Human Resources Planning & Staffing Effective sources for locating prospective employees: Newspaper classified advertising Public and private employment agencies High school and college placement offices Job and career fairs Referrals by employees Internet career services Radio and tv advertising Industry publications Company websites
19. Human Resources Planning & Staffing Most companies ask prospective applicants to fill out an employment application Applications are used to remove people who are clearly not qualified for the job and to identify those who appear to be especially qualified Information is checked for accuracy References are contacted The employer selects a few applicants to interview
20. Human Resources Planning & Staffing The applicant whose qualifications best match the job requirements will be offered the job Finally, the new employee goes through orientation to complete paperwork, training, be paired with a mentor, etc.
21. Compensation and Benefits Compensation – the amount of money paid to an employee for work performed Compensation is made up of 2 parts: Salary and wages – direct payment of money to an employee for work completed Benefits – compensation in forms other than direct payment Ex) insurance, vacations, retirement plans, health and fitness programs A time wage pays the employee a specified amount of money for each hour worked A straight salary pays for each week or month worked
22. Compensation and Benefits Neither of these types are based on the amount or quality of work done, but are determined by the amount of time spent on the job For that reason, it is a simple system to manage Incentive systems – connect the amount of compensation to the quality or quantity of an employee’s performance Some businesses pay commission, a piece rate, or a base plus incentive compensation system
23. Compensation and Benefits
24. Performance Management The manager evaluates the work of all employees on a regular basis Performance evaluations focus on the specific job duties of each employee Employees expect that if they work for a company for a long time and perform well, they should be rewarded with increased pay and the change of promotion Promotion – the advancement of an employee to a position with greater responsibility
25. Performance Management Companies want to keep good employees They want to place good employees in positions where they can provide the most benefit to the company In some cases, promotional opportunities do not exist, but employees want to change jobs Transfer – the assignment of an employee to another in the company with a similar level of responsibility
26. Performance Management The job may provide a new challenge for the employee or may be a better match with the person’s skills If the performance does not meet the company’s expectations or if jobs are being reduced, the company may have to terminate the employee Termination – ends the employment relationship between a company and an employee The termination may be a discharge or a layoff
27. After studying this lesson, students will recognize the benefits of diversity to a business, employees, customers, and society. The important factors leading to an effective organizational culture are presented. 8-3 organizational culture & workforce diversity
28. Developing an Effective Culture Organizational culture – the environment in which people work, made up of the atmosphere, behaviors, beliefs, and relationships Work environment – the physical conditions and the psychological atmosphere in which employees work The physical conditions are the work area, offices, break rooms, etc. Tools and equipment, lighting, temperature, and air quality are also a part of the physical work environment
29. Workplace Diversity Diversity – the comprehension inclusion of people with differences in personal characteristics and attributes Diversity includes race, ethnicity, gender, age, and disability It also includes socio-economic status, culture, religion, and even personal interests, abilities, and values Companies that build a diverse workforce see several benefits
30. Workplace Diversity The benefits can be classified as: organizational the company will have broader base of knowledge and understanding when making decisions The company will be better at serving diverse markets Individual Each employee will have the opportunity to develop to their full ability Individuals will feel respected and supported despite their differences Societal The country has a more talented, experienced, economically successful workforce
31. Workplace Diversity Glass ceiling – an artificial limit placed on minority groups moving into positions of authority and decision making Businesses that value diversity remove these obstacles so everyone has an opportunity to advance based on their ability and performances
32. After Activity – 3-2-1 List 3 new things you learned today List 2 vocabulary terms List 1 question you still have/1 thing you still wonder about