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Human Resources. An Introduction to HR. Introduction. Going to discuss Human Resources You will leave with an understanding of the basic functions of an HR Department. Agenda. Cover the six primary functional areas of HR. Discuss Workforce Planning & Employment

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Human resources

Human Resources

An Introduction to HR


Introduction

Introduction

  • Going to discuss Human Resources

  • You will leave with an understanding of the basic functions of an HR Department


Agenda

Agenda

  • Cover the six primary functional areas of HR.

  • Discuss Workforce Planning & Employment

  • Discuss Total Rewards and Compensation Philosophies


Human resources1

Human Resources

There are six primary functional areas of a Human Resources Department

  • Strategic Management

  • Workforce Planning & Employment

  • Human Resources Development

  • Total Rewards

  • Employee & Labor Relations

  • Risk Management


Workforce planning employment

Workforce Planning & Employment

  • Identify staffing needs to achieve the organization’s short- and long-term goals and objectives

  • Conduct job analyses to Identify and document essential job functions and create job descriptions and identify job competencies.

  • Establish hiring criteria based on job descriptions and required competencies.

  • Analyze labor market for trends that impact the ability to meet workforce requirements (for example, SWOT analysis, environmental scan, demographic scan).

  • Develop strategies to brand/market the organization to potential qualified applicants.

  • Identify internal and external recruitment sources (for example, employee referrals, online job boards, résumé banks) and implement selected recruitment methods.

  • Evaluate recruitment methods and sources for effectiveness (for example, return on investment [ROI], cost per hire, time to fill).


Recruitment strategies

Recruitment Strategies

  • Newspaper Ads

  • Industry Publications

  • Radio Ads

  • Word of Mouth

  • Employee Referrals

  • Employee Testimonies

  • Contingency Staffing (Temp/Recruitment Agencies)


Workforce planning employment cont

Workforce Planning & Employment – Cont.

  • Develop and implement selection procedures, including applicant tracking, interviewing, testing, reference and background checking, and drug screening.

  • Develop and extend employment offers and conduct negotiations as necessary.

  • Administer post-offer employment activities (for example, execute employment agreements, complete I-9 verification forms, coordinate relocations, schedule physical exams).

  • Develop, implement, and evaluate orientation processes for new hires, rehires, and transfers.

  • Develop, implement, and evaluate retention strategies and practices.

  • Develop and implement the organizational exit process for both voluntary and involuntary terminations, including planning for reductions in force (RIF).


Why people say they stay

Exciting Work & Challenge

Career Growth, Learning & Development

Working With Great People

Fair Pay

Supportive Management/Good Boss

Being Recognized, Valued & Respected

Benefits

Meaningful Work & Making A Difference

Pride In The Organization

Great Work Environment & Culture

Autonomy, Creativity & Sense Of Control

Flexibility: Work Hours, Dress, Etc

Location

Job Security & Stability

Diverse, Challenging Work Assignments

Fun On The Job

Being Part Of A Team

Responsibility

Loyalty, Commitment To The Organization Or Coworkers

Inspiring Leadership

Why People say they stay


Human resources

In order to determine what makes your people stay, don’t be afraid to ask: Try these questions:

  • What is most energizing about your work?

  • What makes for a great day?

  • What can we do to make your job more satisfying?

  • What can we do to support your career goals?

  • Do you get enough recognition?

  • What might make you leave?

  • What will keep you here?


Exit interviews sample q s

Exit Interviews – Sample Q’s

  • What did you like about your job here?

  • What did you not like about you job here?

  • Specify the most satisfying part of your job.

  • Specify the least satisfying part of your job.

  • Specify your relationship with your direct supervisor.

  • What made you decide to leave the company? or What was your primary reason for leaving?

  • Are you accepting another position? If so, with whom, when, and where?

  • Indicate your thoughts concerning the company's compensation policies.In the space below, please indicate your comments on how the company can improve your job function or provide your comments on any other matter that should be brought to our attention.


Exit interviews sample q s cont

Exit Interviews – Sample Q’s Cont.

On a Scale, rate the following

1 strongly agree

2 agree

3 neither agree nor disagree

4 disagree

5 strongly disagree

  • I enjoyed my work activities. 1 2 3 4 5

  • I was challenged by my job. 1 2 3 4 5

  • I was paid fairly for my work. 1 2 3 4 5

  • My supervisor demonstrated fair & equitable treatment. 1 2 3 4 5

  • My supervisor gave clear instructions for work assignments

  • and responsibilities. 1 2 3 4 5

  • I was recognized for my good work. 1 2 3 4 5

  • My job description accurately reflects my job responsibilities. 1 2 3 4 5

  • I was given honest, worthwhile performance appraisals. 1 2 3 4 5

  • My department operated efficiently. 1 2 3 4 5

  • My department was adequately staffed. 1 2 3 4 5

  • Upper management communicates well with employees. 1 2 3 4 5

  • I felt there were opportunities for career advancement. 1 2 3 4 5

  • I would recommend this company as an employer to friends/family. 1 2 3 4 5


Total rewards

Total Rewards

  • Ensure that compensation and benefits programs are compliant with applicable federal, state, and local laws and regulations.

  • Develop, implement, and evaluate compensation policies/programs and pay structures based upon internal equity and external market conditions that support the organization’s strategic goals, objectives, and values.

  • Administer payroll functions (for example, new hires, deductions, adjustments, terminations).

  • Conduct benefits programs needs assessments (for example, benchmarking, employee survey).

  • Develop/select, implement/administer, and evaluate benefit programs that support the organization’s strategic goals, objectives, and values (for example, health and welfare, retirement, stock purchase, wellness, employee assistance programs [EAP], time-off).

  • Communicate and train the workforce in the compensation and benefits programs and policies (for example, self-service technologies).


Developing a compensation philosophy

Developing a Compensation Philosophy

Questions to Answer

  • What is your market – where do your applicants come from? (Local vs. Regional vs. National,

  • Within the industry or from other Industries as well)

  • Are you going to make your basic salaries competitive with the market, lower than the market or higher than market

  • What is the organizations willingness and ability to pay?

  • Are you going to/Have you established a structured pay scale for specific jobs in your company, or are you going to set salaries on an individual basis, based upon the qualities and potential of the person filling the job?

  • To what extent (if any)are the rewards you offer your employees going to take the form of salary, performance bonuses, or benefits?

  • Are you going to base salaries on how well the employees perform, the Cost of Living in your geographical area, or on other factors such as seniority, or qualifications?

  • Are you going to provide bonuses, and if so, are you going to award them on individual performance, company results or a combination of factors?


Summary

Summary

  • There are Six Primary Functions of HR.

  • Each Primary function is made up of many smaller sub-functions

  • HR functions should be standardized through-out the corporation for efficiency and legal compliance


Any questions

Any Questions


More information

More Information

  • WWW.SHRM.ORG

  • WWW.HRCI.ORG

  • Beverly Kay & Sharon Jordan Evans, Love’em or Lose’em(California: Berret-Koehler Publishers, Inc., Third Edition 2005)

  • Diane Arthur, Managing Human Resources in Small & Mid-Sized Companies(New York: AMACOM, 1987)

  • Max Messmer, Human Resources Kit for Dummies (California: IDG Books Worldwide, 1999


Presented by

Presented by:

Keri Hutchins, SPHR

2007 Inland Northwest Society for Human Resource Management Chapter President

[email protected]

208-292-3226


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