HRM Human Resource Management

1. HRM Human Resource Management

2. What disciplinary measure to do managers enforce for bad employee behavior • When is the best time to discuss a person’s bad behavior at work. Right away or let it sit. • How do you know how strict to act to your employees? • Not many HR questions.

3. HR and Corporate Strategy • People implement strategy. • Need the right people to implement strategy. • Recruiting selection are obvious tools • But so are training, performance appraisal and development.

4. HRM as a control system.

5. Feedforward controls – ensures directions and resources are right before the work begins. • Recruitment and selection • Feedback control takes place after an action is completed. • Performance appraisal and discipline.

6. Together these insure • That people are more likely to follow corporate strategy. • People are very important (some argue most important).

7. Legal issues • Employment Law Prohibits discrimination • Age • Race • Sex • Disabilities • Religion • Ethnicity

8. Interesting questions • Can you get into a law suit if you fail to hire an other wise qualified candidate who does speak English well and is a US citizen or permanent resident? • Can you fire someone because they have cancer? • Can you refuse to hire someone who is an orthodox Muslim and wear a headscarf because customers would not like it. • Can Hooters only hire female table attendants?

9. HR procedures in place to deal with legal issues. • Policies that discourage discrimination. • Examples. • As a supervisor this does minimize freedom to hire/promote. • If experience this, just know its intent. • Intent is based on objectivity

10. Feedforward control and HR • Recruitment and selection. Hire the right people and the organization has fewer problems.

11. Mixture of what is done, what should be done

12. Recruitment • Attracting a pool of qualified Job applicants

13. Internal recruitment • Soliciting current employees (including internships).

14. External Recruitment • Soliciting employees from general labor market. (College placement, placement agencies, want ads, walk ins, etc

15. General comments • Why internal? • Why external? • Tradeoffs to consider. • Competencies vs work style

16. Common modes of recruitment for College students, post college, higher level positions.

17. Selection • Resumes (Book leaves off) • Interviews (structured and unstructured) • Tests (work sampling; assessment centers; work sampling: written tests) • Background checks and References

18. What should you do • First: Know what you are looking for. • Job analysis is the cornerstone of all HR decisions. Job analysis determine scope and depth of job. The requisite skills abilities and knowledge to perform the job. • Does so before one makes a choice. Guides the information gathering process. • Example.

19. Based on this what types of information are you going to ask of job applicants. • How do you determine skills knowledge and abilities to do the job using the tools we described earlier?

20. Lets see what is really done. • Hudson’s video.

21. Career talk • Job as a manager? • Me and my choice (several asked questions how I got into it). • Your choice. Have a good image of management. • Little Difference between Marketing and Management. Jobs similar. Sales/manager trainee in retail organization.

22. Summary • Recruitment and selection as feedforward control. Systematize the selection process.

23. Performance Appraisal. Evaluating job performance and providing feedback to the job holder.

24. Evaluation Communication Two Elements

25. Evaluation • Everyone hates evaluation. Supervisors and subordinates. • Minimize stress – feedback regularly throughout the week. Both positive and negative. Not once a year. • Share the evaluation sheet with subordinate during orientation. Explain what it takes to get good ratings

26. Forced distribution vs Absolute distribution. • Minimize leniency bias.

27. Lots of efforts to minimize other biases (bosses pet). • Objective measures of performance. • Behavior indicators of performance (check lists).

28. Communication • Hardest part is giving negative feedback. • Attribution bias personality or situation.

29. Errors • Rush through the positives and focus on the negative. • Get argumentative and persuasive. • Poor listening. • No error tolerance.

30. Take your time. • No surprises. • Review goals against which employee is measured • Provide specific positive and negative examples of performance • Discuss causes of performance problems and listen to employee explanation.

31. Establish strategy, timetable and review process • Set new goals/standards (if changes) • Leave the meeting on an encouraging note.

32. video

33. Role play

34. If poor performance continues • Discipline and progressive discipline. • Progressive discipline. Employee entitled to due process in disciplinary actions. • Advance warning of grounds for termination. Except in extreme cases (theft, gross negligence), employees warned about inappropriate behavior and given chance to correct behaviors.

35. Determine actions that entail discipline and levels of discipline. • Set a schedule of communications appropriate to infractions. • Verbal Warning, written warning, suspension, termination. • Minor infractions, significant infractions, major infractions.

36. Progressive discipline vs employment at will.

37. Make termination a part of due process. Can not instantly fire someone. Must first talk about employment problems and give a chance to rectify. • If not working out--give person time to look elsewhere. • Avoid social ostracism. Everyone who leaves should leave with OK feelings.

38. Recommend late Friday PM. Time to cool off. • Debate about explanations for termination. Employment at will vs progressive discipline.

39. compensation • Ways to use positive reinforcement.

40. Compensation consists of • Base pay (retention and recruitment) • Benefits (retention and recruitment) • Performance based pay (book uses incentive plans). This influences performance. • Firms need to choose the right mix of these meet organizational objectives. • Tradeoffs to consider. More of one less than the other. Also add labor costs.

41. Summary • Go to top and respond to student questions.