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HUMAN RESOURCES. DEFINED. Activities managers perform to plan for, attract, develop, and retain an effective workforce. Starts with mission and vision grand strategy  strategic plans plan resources  recruit and select  orient, train and develop  perform appraisals

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HUMAN RESOURCES


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    1. HUMAN RESOURCES

    2. DEFINED • Activities managers perform to plan for, attract, develop, and retain an effective workforce. • Starts with mission and vision grand strategy  strategic plans plan resources  recruit and select  orient, train and develop  perform appraisals • Get optimum work performance to achieve mission and vision

    3. STAFFING • The determination of the number and level of personnel needed to perform the duties required to meet the objectives of the organization • Type of operation • Goals and objectives • Plan how to meet objectives

    4. DETERMINE STAFFING • First step before hiring • Based on number of patients • Based on number of positions • Based on labor minutes per meal or meals/minute • Based on work activity • Staffing tables

    5. JOB ANALYSIS • Detailed study of job • Determine tasks and responsibilities • Who does employee report to • What are the essential, specific, and routine tasks and responsibilities • What are the ongoing tasks • What other employees does person communicate with in order to complete tasks • What position will person supervise

    6. JOB ANALYSIS • Translated into behavioral objectives and put into job description • An objective must state clearly what is to be completed, how the task is to be completed, and a standard against which the task will be measured-directly measurable and observable

    7. JOB DESCRIPTIONS • Job descriptions contain broad categories and actually tell very little about the job being performed • Job title – status and level in organization • Job summary or identification – to whom the person reports, department information • Job objectives or duties – include performance standards • Job specification-minimum requirements

    8. SCHEDULING • Organized procedure for ensuring staff utilization • Hours per day • Number of days per week • Time of work day • Full time equivalents • Gives times and tasks

    9. RECRUITMENT SCREENING

    10. DEFINED • Locate and attract qualified applicants

    11. FEDERAL LAWS • 1963 Equal Pay Act • 1964 Title VII Civil Rights Act • 1967 Age Discrimination in Employment • 1978 Pregnancy Discrimination • 1986 Immigration Reform and Control Act • 1990 Americans with Disabilities Act • 1993 Family Medical Leave • 1996 HIPAA

    12. SCREEN • To eliminate unqualified, under qualified, overqualified applicants • Review applications and resumes prior to interview • Interviews with walk-ins not usually effective

    13. INTERNAL/EXTERNAL RECRUITMENT • Comply with equal opportunity laws • Advertise in public media • Federal civil rights laws • Internal-company bulletin boards, newsletters, etc • External-newspapers, internet

    14. SAMPLE ADVERTISING

    15. PRE-EMPLOYMENT TESTING • Legally considered to consist of any procedure used in the employment selection decision process • Depends on position which tests required • Ability tests, performance tests, personality tests • Must be standard for all positions • Must make potential employee aware • Applies to drug screening process – initial or periodic

    16. INTERVIEWING

    17. OPEN ENDED QUESTIONS • Gaps in employment or education • Many different jobs in short period of time • Areas left blank • Asking not to contact former employer

    18. SETTING • Privacy • Uninterrupted

    19. CONDUCTING INTERVIEW • Determine goal of interview • Be prepared • Tell about operation and position • Candidate asks questions • Discuss things overlooked • Be a good listener

    20. AFTER THE INTERVIEW • Check references • Make selection • Send letters

    21. ORIENTATION

    22. ADVANTAGES • Most important-positive impression about you, your operation, new co-workers • After orientation should know what is required for the job, know the organization’s mission and operations, know work rules and benefits • Most obvious benefit – reduction in turnover = savings in time and money • Improves morale and motivation

    23. PROJECT IMAGE • Commitment to customers • Negative attitude of others • Answer questions • Work areas well organized, clean and well-stocked • Others follow procedures • Prepare orientation items • Show new employee around

    24. AVOID • Overloading with paperwork • Overloading with administrative details • “Sink or swim” orientation

    25. TRAINING

    26. BENEFITS • Give knowledge, skills, and confidence to do job betterless breakage, higher customer satisfaction • Have information to contribute own ideascost cutting suggestions • Increased profits with increased customer satisfaction • Reduction in safety hazards • Increased motivation • Reduces conflicts between employee and management • Constant assessment makes managers aware of development and progress of each employee • Well-trained staff reflects well on you

    27. BEFORE TRAINING • ASSESS what skills and knowledge they have; what skills and knowledge they need • Identify by observation, interviews, group discussions, internal data • Prioritize is task performed regularly is task critical to employee and customer safety is performing task critical to performing well in organization is task not performed due to lack of knowledge or skill

    28. ON-THE-JOB TRAINING • Advantages Demonstrate skills Monitor progress Skills implemented immediately • Disadvantage - Pass along employee inefficiency • Methods Self-administered training Role play/simulation Cross training and job rotation

    29. GUIDELINES • Tell employee what to do and how to do it • Show employee what to do and how to do it • Let the employee show you how the task is done – they repeat the instructions • Review the performance

    30. REASONS TO TRAIN • Skills – technical, human, or conceptual • Knowledge – facts and procedures • Attitudes – instill positive attitude

    31. DEVELOPMENT • Upgrading skills of professionals and managers • Training is usually upgrading skills of technical and operational employees

    32. MOTIVATION

    33. DEFINED • Stimulation of action • Employees are motivated by what is important to them

    34. TIME • Interviewing • Orientation • Training • Ongoing Maslow’s hierarchy Hawthorne studies – Elton Mayo • Feedback

    35. TECHNIQUES • Communication • Job enhancement • Delegation of responsibility • Treat employees fairly and respectfully • Honesty • Available • Consistent • Flexible • Address problems and conflicts immediately • Confidence in you and your leadership • Involve employees in organizational goals

    36. BENEFITS • Health care and insurance • Healthy awareness programs • Employee assistance programs • Day-care assistance

    37. INCENTIVES • Identify problem • Create incentive program with specific goals, length, who (include everyone), how long, resources needed • Implement by communicating all parts • Monitor to see if meeting goals • Recognize and reward participants • Evaluate success of program

    38. AWARD PROGRAMS • Give as soon after recognized performance as possible • Give specific reasons for receiving award • Be sure reward in meaningful • Award process must be valued and respected

    39. MOTIVATE YOURSELF • Set and clearly define your career goals • Set up incentive and reward system • Write an action plan

    40. DEMOTIVATING • Being assigned extra work with no extra benefit • Abusive or abrasive behavior • Inconsistent behavior • Poor physical conditions • Oversupervision • Oversensitivity • Indecisiveness • Make decisions that affects employee without consulting them

    41. PERFORMANCE APPRAISALS