Today's HR Daily Advisor Tip:
2 Words that Mean Interview Success—'Drill Deeper'
Topic: Hiring and Recruiting
Yesterday's Advisor covered two deadly sins of interviewers. Today, we'll talk about a third sin—failing to drill down to the unvarnished truth—and a tip about a product specially designed for the small HR department.
Any job candidate with an ounce of sense has prepared answers for the obvious questions about job qualifications. You still have to ask those questions, but after you get the prepared answer, try to drill deeper to get at the truth.
Here's an example of a master driller (YOU) at work with a candidate for a project manager job:
YOU: Tell me about a recent successful program you managed.
CANDIDATE: My team installed a $5 million computerized management system for the organization. I was "Project Manager."
YOU: Wow.
(Sounds impressive, but should you accept that as evidence of project management ability? NO! Drill down deeper.)
YOU: How many people worked with you on this project?
CANDIDATE: 12 professionals and 6 support staff for 6 months.
(That's quite a staff. Stop questioning? NO. Drill deeper.)
YOU: How did you select the team?
CANDIDATE: Well, the consultant selected them.
(Hmmmmm. Better drill deeper.)
YOU: How did you go about planning the implementation?
CANDIDATE: Oh, the consultant handled that—she's the expert.
(Whoops!)
YOU: How much time did you spend on the project?
CANDIDATE: Well, let's see, it took about an hour a week to check in with the consultant, make sure she didn't need anything.
What did drilling deeper reveal? This candidate was just a "gofer" —a go-between with no management responsibilities and an inflated title—not an experienced project manager, for sure.
--------------------------------------------------------------------------------
Managers of small HR departments have found the special help they need in a unique BLR product—Managing an HR Department of One. Examine it at no cost or risk for 30 days. Get more information.
--------------------------------------------------------------------------------
Other Drilling Techniques
Silence. Often if you simply sit silently after a candidate answers a question, the candidate will fill the silence with more information.
Reflecting. Another way to probe for more information is to simply repeat or reflect what the candidate says:
CANDIDATE: I ran big projects.
YOU: You say you ran big projects?
Inflating. Another technique is to take a position beyond or broader than the candidate's. For example:
CANDIDATE: I ran a big project.
YOU: Would you say that project was your biggest contribution? Would it be fair to say that you are an experienced project manager?
Dealing with recruiting and interviewing is never easy. In fact, let's face it—hardly anything in HR is easy. And it's especially difficult in a small department, where one or two people have to do it all, from recruiting to succession planning to investigations to training to recordkeeping to intermittent leave.
We asked our editors if there was any special help directed right at the smaller—or even one-person—HR office. They say Managing an HR Department of One is unique in addressing the special pressures small HR departments face. Here are some of the features included:
—Tutorial on how HR supports organizational goals. This section explains how to probe for what your top management really wants, and how to build credibility in your ability to deliver it.
--------------------------------------------------------------------------------
Feel like you're all alone in HR? Take on a partner—Managing an HR Department of One. Examine at no cost or risk for 30 days. Find out more.
Tampilkan postingan dengan label HRM experts. Tampilkan semua postingan
Tampilkan postingan dengan label HRM experts. Tampilkan semua postingan
Rabu, 24 Desember 2008
Selasa, 23 Desember 2008
3 Deadly Sins of Interviewers—and How to Avoid Them
Today's HR Daily Advisor Tip:
3 Deadly Sins of Interviewers—and How to Avoid Them
Topic: Hiring and Recruiting
Interviewing and hiring the best "talent" for your organization is probably your most important task. And yet, time after time, there's that sinking feeling after just one day—bad choice.
Want to avoid that? Avoid these three deadly interviewing sins. Fortunately, it's not that hard.
Deadly Sin #1—Failure to Prepare
Before you start recruiting you need to do two things: Clarify what you are looking for, and decide how you will determine whether a candidate has it.
"I want to start interviewing yesterday!"
Managers are always in a hurry to fill their empty spots, so there's always pressure to instantly start posting, advertising, and interviewing.
Not so fast. That's a recipe for disaster. As the old saw goes, "If you don't know where you're going, any road will get you there."
Similarly, if you jump into the hiring process without defining what you are looking for:
Good people won't be attracted to apply—they'll sense that if the announcement is only vaguely defined then the job's responsibilities might also be.
Unqualified people won't self-select out, so you'll have to deal with hordes of them.
Most important, you'll have no meaningful basis on which to judge the candidates.
Before launching a hiring campaign, take some time to determine exactly what you need. What abilities, skills, credentials, and knowledge are required? Talk to incumbents, talk to the people who work with the position, review the job description.
When you're clear on that, craft a concise statement of qualifications for posting and advertising, and to give it to agencies and other sources of candidates.
How Will You Know a Candidate Is Qualified?
Next, you need to figure out how you'll know if candidates have what you are looking for. What interview questions will help you find out?
If you start to interview before taking this step, you will:
Spend your interview time thinking up questions instead of listening to what the candidate is saying
Leave out critical questions (like salary expectations, willingness to relocate, possession of a required degree or certificate)
Fall into the conversation trap of discussing sports and the weather, or worse—family issues and other topics that could spell legal trouble
Lose consistency. When you go to compare candidates, you'll have nothing to go on because they'll have answered different questions. If you focused on technical issues with one, and management issues with the other, how will you compare the two?
--------------------------------------------------------------------------------
Managers of small HR departments have found the special help they need in a unique BLR product—Managing an HR Department of One. Examine it at no cost or risk for 30 days. Get more information.
--------------------------------------------------------------------------------
Deadly Sin #2—Falling Prey to Stealth Discrimination
The second thing that happens without a plan is that you can easily end up discriminating, even when you didn't intend to. For example:
Playing favorites ("I hire people I like."). With no good selection strategy, you tend to end up with someone you "feel good about"— probably someone who is just like you. This has the obvious effect of keeping out people who aren't like you—in other words, discriminating.
Stereotyping ("X's can't X."). When you don't have a good system for measuring candidates, it's easy to fall back on stereotypes. For example:
"Women aren't strong enough."
"Men aren't compassionate enough."
"X's aren't good at X."
Patronizing/paternalizing/maternalizing ("X's shouldn't X."). This is a special form of stereotyping that seems well-intentioned, but is, in general, discriminatory. For example:
"Terry is a city person, and won't want to relocate."
"Parents with young children shouldn't travel."
"Women shouldn't travel alone."
"Pregnant women can't be subjected to pressure."
--------------------------------------------------------------------------------
Feel like you're all alone in HR? Take on a partner—Managing an HR Department of One. Examine at no cost or risk for 30 days. Find out more.
--------------------------------------------------------------------------------
De facto ("Gee, I just never seem to hire X's"). One of the more subtle forms of discrimination is called "de facto." In these situations, there is never an intention to not hire or promote certain types of people-it just never seems to happen.
For example, a hiring manager says he's eager to hire women in a certain job, but, although many qualified women have applied, of the last 50 hires, all 50 were men.
In the next issue of the Advisor, we'll cover the third deadly interviewing sin, talk about how to become a drillmaster interviewer, and deliver a tip about a powerful new tool for the small HR department.
3 Deadly Sins of Interviewers—and How to Avoid Them
Topic: Hiring and Recruiting
Interviewing and hiring the best "talent" for your organization is probably your most important task. And yet, time after time, there's that sinking feeling after just one day—bad choice.
Want to avoid that? Avoid these three deadly interviewing sins. Fortunately, it's not that hard.
Deadly Sin #1—Failure to Prepare
Before you start recruiting you need to do two things: Clarify what you are looking for, and decide how you will determine whether a candidate has it.
"I want to start interviewing yesterday!"
Managers are always in a hurry to fill their empty spots, so there's always pressure to instantly start posting, advertising, and interviewing.
Not so fast. That's a recipe for disaster. As the old saw goes, "If you don't know where you're going, any road will get you there."
Similarly, if you jump into the hiring process without defining what you are looking for:
Good people won't be attracted to apply—they'll sense that if the announcement is only vaguely defined then the job's responsibilities might also be.
Unqualified people won't self-select out, so you'll have to deal with hordes of them.
Most important, you'll have no meaningful basis on which to judge the candidates.
Before launching a hiring campaign, take some time to determine exactly what you need. What abilities, skills, credentials, and knowledge are required? Talk to incumbents, talk to the people who work with the position, review the job description.
When you're clear on that, craft a concise statement of qualifications for posting and advertising, and to give it to agencies and other sources of candidates.
How Will You Know a Candidate Is Qualified?
Next, you need to figure out how you'll know if candidates have what you are looking for. What interview questions will help you find out?
If you start to interview before taking this step, you will:
Spend your interview time thinking up questions instead of listening to what the candidate is saying
Leave out critical questions (like salary expectations, willingness to relocate, possession of a required degree or certificate)
Fall into the conversation trap of discussing sports and the weather, or worse—family issues and other topics that could spell legal trouble
Lose consistency. When you go to compare candidates, you'll have nothing to go on because they'll have answered different questions. If you focused on technical issues with one, and management issues with the other, how will you compare the two?
--------------------------------------------------------------------------------
Managers of small HR departments have found the special help they need in a unique BLR product—Managing an HR Department of One. Examine it at no cost or risk for 30 days. Get more information.
--------------------------------------------------------------------------------
Deadly Sin #2—Falling Prey to Stealth Discrimination
The second thing that happens without a plan is that you can easily end up discriminating, even when you didn't intend to. For example:
Playing favorites ("I hire people I like."). With no good selection strategy, you tend to end up with someone you "feel good about"— probably someone who is just like you. This has the obvious effect of keeping out people who aren't like you—in other words, discriminating.
Stereotyping ("X's can't X."). When you don't have a good system for measuring candidates, it's easy to fall back on stereotypes. For example:
"Women aren't strong enough."
"Men aren't compassionate enough."
"X's aren't good at X."
Patronizing/paternalizing/maternalizing ("X's shouldn't X."). This is a special form of stereotyping that seems well-intentioned, but is, in general, discriminatory. For example:
"Terry is a city person, and won't want to relocate."
"Parents with young children shouldn't travel."
"Women shouldn't travel alone."
"Pregnant women can't be subjected to pressure."
--------------------------------------------------------------------------------
Feel like you're all alone in HR? Take on a partner—Managing an HR Department of One. Examine at no cost or risk for 30 days. Find out more.
--------------------------------------------------------------------------------
De facto ("Gee, I just never seem to hire X's"). One of the more subtle forms of discrimination is called "de facto." In these situations, there is never an intention to not hire or promote certain types of people-it just never seems to happen.
For example, a hiring manager says he's eager to hire women in a certain job, but, although many qualified women have applied, of the last 50 hires, all 50 were men.
In the next issue of the Advisor, we'll cover the third deadly interviewing sin, talk about how to become a drillmaster interviewer, and deliver a tip about a powerful new tool for the small HR department.
Sabtu, 20 Desember 2008
Using Economic Down Time to Invest in Your Employee's Future
Using Economic Down Time to Invest in Your Employee's Future
Dear riza z,
Have you ever heard the saying, "You have to spend money to make money"? In today's tough times, spending money on training might not seem like a smart move. But, trust us, spending money on training is actually one of the smartest things you can do right now.
The main reason for this is simple: training gives employees confidence in themselves and in their employer. (After all, an employer must care about an employee to offer them training and invest in their future, and to anticipate that that employee will even have a future!) Employees who have job security and self-confidence can focus on their job, delivering better products and better customer service. Those two things can help you increase revenue and stay ahead of the pack.
Another good reason to train during the downturn is simple: your employees probably have some free time for training if business is slow. Although it might seem easier to lay off and re-hire staff, consider the cost, time, and difficulty in finding good, experienced people. (It typically costs at least $10,000 to hire and train a single person, and that number increases exponentially with the seniority level of the position.) It may be a better idea to keep those good people and make them great.
We understand that although purchasing training is a smart move, times are tough. That's why, for this week only, we are offering our training libraries for $2999, to help you make your smart move now.
About Velsoft International Inc.
At Velsoft Courseware, we care about how well you do in the classroom. This is why we have developed the complete training solution for delivering high quality classroom instruction. All of the prep work is done for you in a customizable, print-on-demand format.
For more information on Velsoft International Inc. please visit www.velsoft.com
Thank you,
Becky Timmons
Training Consultant
Velsoft Courseware
Phone: 1-902-755-1148
Toll Free: 1-877-755-1148
Email: becky@velsoft.com
Dear riza z,
Have you ever heard the saying, "You have to spend money to make money"? In today's tough times, spending money on training might not seem like a smart move. But, trust us, spending money on training is actually one of the smartest things you can do right now.
The main reason for this is simple: training gives employees confidence in themselves and in their employer. (After all, an employer must care about an employee to offer them training and invest in their future, and to anticipate that that employee will even have a future!) Employees who have job security and self-confidence can focus on their job, delivering better products and better customer service. Those two things can help you increase revenue and stay ahead of the pack.
Another good reason to train during the downturn is simple: your employees probably have some free time for training if business is slow. Although it might seem easier to lay off and re-hire staff, consider the cost, time, and difficulty in finding good, experienced people. (It typically costs at least $10,000 to hire and train a single person, and that number increases exponentially with the seniority level of the position.) It may be a better idea to keep those good people and make them great.
We understand that although purchasing training is a smart move, times are tough. That's why, for this week only, we are offering our training libraries for $2999, to help you make your smart move now.
About Velsoft International Inc.
At Velsoft Courseware, we care about how well you do in the classroom. This is why we have developed the complete training solution for delivering high quality classroom instruction. All of the prep work is done for you in a customizable, print-on-demand format.
For more information on Velsoft International Inc. please visit www.velsoft.com
Thank you,
Becky Timmons
Training Consultant
Velsoft Courseware
Phone: 1-902-755-1148
Toll Free: 1-877-755-1148
Email: becky@velsoft.com
Selasa, 04 November 2008
Organization Development
Organization Development
- Organization Culture Assessment & Development
- Organization System Assessment & Development
- Value Based HRMS Assessment & Development
- DJM™ (Distinct Job Manual)
- C&B Review
- Pension Program Review
- Strategic HR Plan
Organization, with its function as a media for human resources to synergistically achieve their common goals, needs to be developed through the creation of opportunity and space for the improvement of its capacities. An integrated and comprehensive approach constitutes a fundamental method for PMK Consulting in assisting clients’ organization to create added values as well as optimize their capacities in executing their vision and mission. Such approach is carried out in two domains: the development of HR management and organizational culture. With its professional services, PMK takes its consistent efforts to help clients’ organization to implement their strategies by developing HR management sub-systems, including performance management, the application of competency-based model and system, reward system, career system and succession, and even a transformational program which concentrates in redesigning and reorganizing organization culture.
In line with the above, in order to enable clients’ organization in setting-up the priority list of their organizational development, PMK conducts a thorough, longitudinal study focusing on the management system and organization culture. PMK will, subsequently, also integrate those two pillars of development with current issues surrounding the area of organization management and operation. PMK is ready to deliver its full competencies—which is its main strength—for the best interest of clients’ organization by overviewing clients’ HR management sub-systems as well as conducting research on organizational culture, employees’ satisfaction and other HR-related services. Such comprehensive programs are run on the basic principle of balanced interaction between human factor and the existent system and culture factor.
To include the aspect of human and organization into its organizational development services, PMK Consulting has a long success history of combining Knowledge and Talent Management. It is with such broad experience, PMK can ensure its clients that an optimal organizational and behavioural development program should be implemented on the balanced proportion between intellectual and behaviour.
Kamis, 23 Oktober 2008
Case 1 The Aftermath of a Layoff: A Strategy Backfires
Case 1
Ron Lockly is sitting at his desk and wondering what has gone wrong. He is a manager at Electron, Inc., a company that produces consumer electronics, and he seems to be confronted with personnel issues almost constantly.
“It wasn’t always like this,” he is thinking to himself. “It’s business restructuring that’s causing all the problems. If we hadn’t changed, we wouldn’t have all these problems. Maybe we would have been a dinosaur, but we would have been a comfortable dinosaur. Sometimes it’s better not to change. It causes too much grief.”
The restructuring Ron is thinking about involved a recent change in how the company does business. Electron has both production and retail facilities. The company had traditionally focused on low-cost production and on providing consumers with low prices and quantity discounts. However, top management had decided to shift toward becoming a “higher end” producer and retailer. The new strategy required that almost all facets of the operation be changed or upgraded. Production needed new and improved equipment, increased automation, and a recognition of quality—not cost or quantity—as the department’s primary goal. Marketing had a major task in shifting the public’s perception of the Electron brand name. Retail outlets had to make changes to their showrooms and retail processes to convey a high-quality image.
In addition to all these functional changes, the new strategy required a new human resources mix. The top management team had determined that production workers would need more computer skills to work in a high-tech, team-oriented environment. Retail personnel would need to be more knowledgeable about the product lines (particularly at the high end) and be driven to serve the customers.
The company decided that the most effective way to make the needed HR changes was a layoff. This decision was made in a series of top management meetings. A layoff would be quick and send a clear message. The layoff approach would also allow the company to get rid of people who lacked the necessary skills or wouldn’t fit with the new business strategy. The company could then hire new people with the needed skills as replacements. In addition, the layoff approach would allow the organization to change very quickly. Rather than an incremental change over years (the time frame needed by training and development), layoffs would produce an immediate step toward the desired goal.
Originally, the company had planned to use performance appraisal records to lay off up to 1,500 workers. However, assessment of performance and skill levels left a great deal of ambiguity regarding who should be let go and who shouldn’t. In the end, the company eliminated approximately 800 workers.
The layoff has caused more problems than anyone anticipated. Many workers have filed or threatened to file lawsuits, mainly age discrimination suits. In addition, many managers and supervisors were very resistant to the idea of terminating workers and seemed to question whether it was really necessary. Morale has plummeted, and there doesn’t seem to be any easy solution to the problem.
Ironically, the layoff itself has become a stumbling block to hiring appropriate replacements. News of the layoff received a lot of press coverage, and it is now causing problems in recruiting new employees. For example, a number of promising job candidates proved impossible to hire after they heard about the layoff and its aftermath. Ron Lockly has personally talked with a number of the candidates, a couple of whom were his acquaintances and confided in him that job security is an important issue to them and that the layoff made them worry about the company’s stability. They had also heard rumours that additional rounds of layoffs would occur. Some of the new people who Electron had managed to hire weren’t working out as well as had been hoped. The surviving workers did not readily accept them and made it clear that long-time colleagues would not be easily forgotten. They also took every opportunity to complain to the replacements about what they perceived to be the company’s negative aspects. Now Ron is worried that the new recruits’ morale will be affected and that the organization’s performance will suffer.
Critical Thinking Questions
How could Electron, Inc. have conducted its layoff to avoid the problems it is now encountering?
What should Electron do about the problems it is experiencing? Specifically, is there a way to improve morale? Should rumours of further cutbacks due to financial difficulties be addressed? If so, how?
How can Electron reduce its recruitment problem? Should candidates be given information about the layoff? If so, how much? Should Electron willingly give information regarding its business strategy to job candidates, who may share this information with Electron’s competitors?
What could be done to orient new employees appropriately and lessen the negative effects of surviving employees’ complaints? Briefly describe a hiring process that could be used to ensure that new hires remain “on board” and enthusiastic about Electron, Inc.
Cooperative Learning Exercises
With your partner or team, summarize the major goal of Electron’s layoff action. Have each member list alternatives to layoff that would achieve the same goal. Compile the best options and share their advantages and disadvantages with the class.
Identify people in the class who have been laid off or know someone who has. Ask them to share the experience with the class and address the issue of using layoffs as a strategic tool.
With your partner or team, identify some ways that Electron can reduce its recruiting and hiring problems. Alternatives to hiring may be possible and should be considered as well. Select the best ideas and share them with the class.
Ron Lockly is sitting at his desk and wondering what has gone wrong. He is a manager at Electron, Inc., a company that produces consumer electronics, and he seems to be confronted with personnel issues almost constantly.
“It wasn’t always like this,” he is thinking to himself. “It’s business restructuring that’s causing all the problems. If we hadn’t changed, we wouldn’t have all these problems. Maybe we would have been a dinosaur, but we would have been a comfortable dinosaur. Sometimes it’s better not to change. It causes too much grief.”
The restructuring Ron is thinking about involved a recent change in how the company does business. Electron has both production and retail facilities. The company had traditionally focused on low-cost production and on providing consumers with low prices and quantity discounts. However, top management had decided to shift toward becoming a “higher end” producer and retailer. The new strategy required that almost all facets of the operation be changed or upgraded. Production needed new and improved equipment, increased automation, and a recognition of quality—not cost or quantity—as the department’s primary goal. Marketing had a major task in shifting the public’s perception of the Electron brand name. Retail outlets had to make changes to their showrooms and retail processes to convey a high-quality image.
In addition to all these functional changes, the new strategy required a new human resources mix. The top management team had determined that production workers would need more computer skills to work in a high-tech, team-oriented environment. Retail personnel would need to be more knowledgeable about the product lines (particularly at the high end) and be driven to serve the customers.
The company decided that the most effective way to make the needed HR changes was a layoff. This decision was made in a series of top management meetings. A layoff would be quick and send a clear message. The layoff approach would also allow the company to get rid of people who lacked the necessary skills or wouldn’t fit with the new business strategy. The company could then hire new people with the needed skills as replacements. In addition, the layoff approach would allow the organization to change very quickly. Rather than an incremental change over years (the time frame needed by training and development), layoffs would produce an immediate step toward the desired goal.
Originally, the company had planned to use performance appraisal records to lay off up to 1,500 workers. However, assessment of performance and skill levels left a great deal of ambiguity regarding who should be let go and who shouldn’t. In the end, the company eliminated approximately 800 workers.
The layoff has caused more problems than anyone anticipated. Many workers have filed or threatened to file lawsuits, mainly age discrimination suits. In addition, many managers and supervisors were very resistant to the idea of terminating workers and seemed to question whether it was really necessary. Morale has plummeted, and there doesn’t seem to be any easy solution to the problem.
Ironically, the layoff itself has become a stumbling block to hiring appropriate replacements. News of the layoff received a lot of press coverage, and it is now causing problems in recruiting new employees. For example, a number of promising job candidates proved impossible to hire after they heard about the layoff and its aftermath. Ron Lockly has personally talked with a number of the candidates, a couple of whom were his acquaintances and confided in him that job security is an important issue to them and that the layoff made them worry about the company’s stability. They had also heard rumours that additional rounds of layoffs would occur. Some of the new people who Electron had managed to hire weren’t working out as well as had been hoped. The surviving workers did not readily accept them and made it clear that long-time colleagues would not be easily forgotten. They also took every opportunity to complain to the replacements about what they perceived to be the company’s negative aspects. Now Ron is worried that the new recruits’ morale will be affected and that the organization’s performance will suffer.
Critical Thinking Questions
How could Electron, Inc. have conducted its layoff to avoid the problems it is now encountering?
What should Electron do about the problems it is experiencing? Specifically, is there a way to improve morale? Should rumours of further cutbacks due to financial difficulties be addressed? If so, how?
How can Electron reduce its recruitment problem? Should candidates be given information about the layoff? If so, how much? Should Electron willingly give information regarding its business strategy to job candidates, who may share this information with Electron’s competitors?
What could be done to orient new employees appropriately and lessen the negative effects of surviving employees’ complaints? Briefly describe a hiring process that could be used to ensure that new hires remain “on board” and enthusiastic about Electron, Inc.
Cooperative Learning Exercises
With your partner or team, summarize the major goal of Electron’s layoff action. Have each member list alternatives to layoff that would achieve the same goal. Compile the best options and share their advantages and disadvantages with the class.
Identify people in the class who have been laid off or know someone who has. Ask them to share the experience with the class and address the issue of using layoffs as a strategic tool.
With your partner or team, identify some ways that Electron can reduce its recruiting and hiring problems. Alternatives to hiring may be possible and should be considered as well. Select the best ideas and share them with the class.
Chapter 17: Meeting the International HRM Challenge
Chapter 17: Meeting the International HRM Challenge
Challenges
After reading this chapter, you should be able to deal more effectively with the following challenges:
1.Specify the HRM strategies that are most appropriate for firms at different stages of internationalization.
2.Identify the best mix of host-country and expatriate employees in international operations given the particular conditions facing a firm.
3.Explain why international assignments often fail and the steps a firm can take to ensure success in this area.
4.Reintegrate returning employees into the firm after they complete an international assignment.
5.Develop HRM policies and procedures that match the needs and values of different cultures.
Challenges
After reading this chapter, you should be able to deal more effectively with the following challenges:
1.Specify the HRM strategies that are most appropriate for firms at different stages of internationalization.
2.Identify the best mix of host-country and expatriate employees in international operations given the particular conditions facing a firm.
3.Explain why international assignments often fail and the steps a firm can take to ensure success in this area.
4.Reintegrate returning employees into the firm after they complete an international assignment.
5.Develop HRM policies and procedures that match the needs and values of different cultures.
Chapter 16: Managing Workplace Safety and Health
Chapter 16: Managing Workplace Safety and Health
Challenges
After reading this chapter, you should be able to deal more effectively with the following challenges:
1.Describe the extent of the employer's responsibility to maintain a safe and healthy work environment.
2.Explain the reasons for safety and health laws and the costs and obligations they impose on employers.
3.Identify the basic provisions of workers' compensation laws and health and safety legislation.
4.Develop an awareness of contemporary health and safety issues, including AIDS, violence against employees, workplace smoking, repetitive strain injuries, substance abuse, and hazardous materials.
5.Describe the features of safety programs and understand the reasons for and the effects of programs designed to enhance employee welfare.
Challenges
After reading this chapter, you should be able to deal more effectively with the following challenges:
1.Describe the extent of the employer's responsibility to maintain a safe and healthy work environment.
2.Explain the reasons for safety and health laws and the costs and obligations they impose on employers.
3.Identify the basic provisions of workers' compensation laws and health and safety legislation.
4.Develop an awareness of contemporary health and safety issues, including AIDS, violence against employees, workplace smoking, repetitive strain injuries, substance abuse, and hazardous materials.
5.Describe the features of safety programs and understand the reasons for and the effects of programs designed to enhance employee welfare.
Chapter 15: Working with Organized Labour
Chapter 15: Working with Organized Labour
Challenges
After reading this chapter, you should be able to deal more effectively with the following challenges:
1.Understand why employees join unions.
2.Describe labour relations in Canada, and explain how labour relations differ in other parts of the world.
3.Identify labour relations strategies and describe how they affect operational and tactical labour relations decisions.
4.Describe the three phases of the labour relations process: union organizing, collective bargaining, and contract administration.
5.Explain how the union grievance procedure works and why the supervisor's role is critical in achieving sound labour relations with a union.
6.Identify the ways in which a union can affect a company's entire pattern of human resource management, including its staffing, employee development, compensation, and employee relations policies.
Challenges
After reading this chapter, you should be able to deal more effectively with the following challenges:
1.Understand why employees join unions.
2.Describe labour relations in Canada, and explain how labour relations differ in other parts of the world.
3.Identify labour relations strategies and describe how they affect operational and tactical labour relations decisions.
4.Describe the three phases of the labour relations process: union organizing, collective bargaining, and contract administration.
5.Explain how the union grievance procedure works and why the supervisor's role is critical in achieving sound labour relations with a union.
6.Identify the ways in which a union can affect a company's entire pattern of human resource management, including its staffing, employee development, compensation, and employee relations policies.
Chapter 14: Respecting Employee Rights and Managing Discipline
Chapter 14: Respecting Employee Rights and Managing Discipline
Challenges
After reading this chapter, you should be able to deal more effectively with the following challenges:
1.Understand the origins and the scope of employee rights and management rights.
2.Explain why the HR department must balance management's rights and employees' rights when designing employment policies.
3.Understand the master-servant relationship and distinguish it from employment at will.
4.Distinguish between progressive discipline procedures and positive discipline procedures.
5.Apply fair standards to a case of employee misconduct and justify the use of discipline.
6.Manage difficult people who challenge their supervisors with such problems as poor attendance, low performance, insubordination, and substance abuse.
7.Avoid disciplinary actions by taking a proactive and strategic approach to human resource management.
Challenges
After reading this chapter, you should be able to deal more effectively with the following challenges:
1.Understand the origins and the scope of employee rights and management rights.
2.Explain why the HR department must balance management's rights and employees' rights when designing employment policies.
3.Understand the master-servant relationship and distinguish it from employment at will.
4.Distinguish between progressive discipline procedures and positive discipline procedures.
5.Apply fair standards to a case of employee misconduct and justify the use of discipline.
6.Manage difficult people who challenge their supervisors with such problems as poor attendance, low performance, insubordination, and substance abuse.
7.Avoid disciplinary actions by taking a proactive and strategic approach to human resource management.
Kamis, 16 Oktober 2008
Chapter 13: Developing Employee Relations and Communications
Chapter 13: Developing Employee Relations and Communications
Challenges
After reading this chapter, you should be able to deal more effectively with the following challenges:
1.Understand how employee relations can contribute to business goals.
2.Describe the three types of programs that can be used to facilitate employee communications.
3.Explain the various appeals procedures available to employees to challenge management actions.
4.Understand the significance of employee assistance programs in helping employees deal with personal problems that may interfere with job performance.
5.Be aware of some of the technological innovations in employee communications that allow managers to disseminate information more quickly and how information dissemination may influence an organization's employee relations.
Challenges
After reading this chapter, you should be able to deal more effectively with the following challenges:
1.Understand how employee relations can contribute to business goals.
2.Describe the three types of programs that can be used to facilitate employee communications.
3.Explain the various appeals procedures available to employees to challenge management actions.
4.Understand the significance of employee assistance programs in helping employees deal with personal problems that may interfere with job performance.
5.Be aware of some of the technological innovations in employee communications that allow managers to disseminate information more quickly and how information dissemination may influence an organization's employee relations.
Chapter 12: Designing and Administering Employee Benefits and Services
Chapter 12: Designing and Administering Employee Benefits and Services
Challenges
After reading this chapter, you should be able to deal more effectively with the following challenges:
1.Understand the significance of employee benefits to both employers and employees.
2.Design a benefits package that supports the firm's overall compensation strategy and other HRM policies.
3.Distinguish between a defined benefit retirement plan and a defined contribution retirement plan, and recognize the situations in which each plan is most appropriate.
4.Explain how publicly funded health care and various supplemental health programs offered by employers relate to each other and to the funding of health care expenses in Canada.
5.Develop cost containment strategies for the different types of employee benefits.
6.Understand the administrative complexities of providing a full array of benefits to a company's work force, and suggest ways to deliver benefits effectively.
7.Recognize the HR department's key role in keeping accurate records of employee benefits and informing employees about their benefits.
Challenges
After reading this chapter, you should be able to deal more effectively with the following challenges:
1.Understand the significance of employee benefits to both employers and employees.
2.Design a benefits package that supports the firm's overall compensation strategy and other HRM policies.
3.Distinguish between a defined benefit retirement plan and a defined contribution retirement plan, and recognize the situations in which each plan is most appropriate.
4.Explain how publicly funded health care and various supplemental health programs offered by employers relate to each other and to the funding of health care expenses in Canada.
5.Develop cost containment strategies for the different types of employee benefits.
6.Understand the administrative complexities of providing a full array of benefits to a company's work force, and suggest ways to deliver benefits effectively.
7.Recognize the HR department's key role in keeping accurate records of employee benefits and informing employees about their benefits.
Chapter 11: Rewarding Performance
Chapter 11: Rewarding Performance
Challenges
After reading this chapter, you should be able to deal more effectively with the following challenges:
1. Recognize individual and group contributions to the firm by rewarding high performers.
2. Develop pay-for-performance plans that are appropriate for different levels in an organization.
3. Identify the potential benefits and drawbacks of a particular pay-for-performance system and choose the plan that is most appropriate for a particular firm.
4. Understand how the components of an executive compensation package motivate executives to make decisions that are in the firm's best interests.
5. Weigh the pros and cons of different compensation methods for sales personnel and design an incentive plan that is consistent with the firm's marketing strategy.
6. Design an incentive system to reward excellence in customer service.
Challenges
After reading this chapter, you should be able to deal more effectively with the following challenges:
1. Recognize individual and group contributions to the firm by rewarding high performers.
2. Develop pay-for-performance plans that are appropriate for different levels in an organization.
3. Identify the potential benefits and drawbacks of a particular pay-for-performance system and choose the plan that is most appropriate for a particular firm.
4. Understand how the components of an executive compensation package motivate executives to make decisions that are in the firm's best interests.
5. Weigh the pros and cons of different compensation methods for sales personnel and design an incentive plan that is consistent with the firm's marketing strategy.
6. Design an incentive system to reward excellence in customer service.
Chapter 10: Managing Compensation
Chapter 10: Managing Compensation
Challenges
After reading this chapter, you should be able to deal more effectively with the following challenges:
1. Identify the compensation policies and practices that are most appropriate to a firm.
2. Weigh the strategic advantages and disadvantages of different compensation options.
3. Establish a job-based compensation scheme that is internally consistent and linked to the labour market.
4. Understand the difference between a compensation system in which employees are paid for the skills they use and one in which they are paid for the job they hold.
5. Make compensation decisions that comply with the legal framework.
Challenges
After reading this chapter, you should be able to deal more effectively with the following challenges:
1. Identify the compensation policies and practices that are most appropriate to a firm.
2. Weigh the strategic advantages and disadvantages of different compensation options.
3. Establish a job-based compensation scheme that is internally consistent and linked to the labour market.
4. Understand the difference between a compensation system in which employees are paid for the skills they use and one in which they are paid for the job they hold.
5. Make compensation decisions that comply with the legal framework.
Chapter 9: Developing Careers
Chapter 9: Developing Careers
Challenges
After reading this chapter, you should be able to deal more effectively with the following challenges:
1. Establish a sound process for developing your employees' careers.
2. Understand how to develop your own career.
3. Identify the negative aspects of an overemphasis on career development and the importance of dual-career issues in career development.
4. Understand the importance of dual careers in career development.
5. Develop a skills inventory and a career path.
6. Establish an organizational culture that supports career development.
Challenges
After reading this chapter, you should be able to deal more effectively with the following challenges:
1. Establish a sound process for developing your employees' careers.
2. Understand how to develop your own career.
3. Identify the negative aspects of an overemphasis on career development and the importance of dual-career issues in career development.
4. Understand the importance of dual careers in career development.
5. Develop a skills inventory and a career path.
6. Establish an organizational culture that supports career development.
Chapter 8: Training the Workforce
Chapter 8: Training the Workforce
Challenges
After reading this chapter, you should be able to deal more effectively with the following challenges:
1. Determine when employees need training and the best type of training given a company's circumstances.
2. Recognize the characteristics that make training programs successful.
3. Weigh the costs and benefits of a computer-based training program.
4. Design job aids as complements or alternatives to training.
Challenges
After reading this chapter, you should be able to deal more effectively with the following challenges:
1. Determine when employees need training and the best type of training given a company's circumstances.
2. Recognize the characteristics that make training programs successful.
3. Weigh the costs and benefits of a computer-based training program.
4. Design job aids as complements or alternatives to training.
Rabu, 15 Oktober 2008
Chapter 7: Appraising and Managing Performance
Chapter 7: Appraising and Managing Performance
Challenges
After reading this chapter, you should be able to deal more effectively with the following challenges:
1. Explain why performance appraisal is important and describe its components.
2. Discuss the advantages and disadvantages of different performance rating systems.
3. Manage the impact of rating errors and bias on performance ratings.
4. Discuss the potential role of emotion in performance appraisal and how to manage its impact.
5. Identify the major legal requirements for appraisal.
6. Understand how to manage and develop employee performance proactively.
Challenges
After reading this chapter, you should be able to deal more effectively with the following challenges:
1. Explain why performance appraisal is important and describe its components.
2. Discuss the advantages and disadvantages of different performance rating systems.
3. Manage the impact of rating errors and bias on performance ratings.
4. Discuss the potential role of emotion in performance appraisal and how to manage its impact.
5. Identify the major legal requirements for appraisal.
6. Understand how to manage and develop employee performance proactively.
Chapter 6: Managing Employee Separations and Outplacement
Chapter 6: Managing Employee Separations and Outplacement
Challenges
After reading this chapter, you should be able to deal more effectively with the following challenges:
1. Identify the costs and benefits associated with employee separations.
2. Understand the differences between voluntary and involuntary separations.
3. Avoid problems in the design of early retirement policies.
4. Design HRM policies for downsizing the organization that are alternatives to a layoff; and, when all else fails, develop a layoff program that is effective and fair to the firm's stakeholders.
5. Understand the significance and value of outplacement programs.
Challenges
After reading this chapter, you should be able to deal more effectively with the following challenges:
1. Identify the costs and benefits associated with employee separations.
2. Understand the differences between voluntary and involuntary separations.
3. Avoid problems in the design of early retirement policies.
4. Design HRM policies for downsizing the organization that are alternatives to a layoff; and, when all else fails, develop a layoff program that is effective and fair to the firm's stakeholders.
5. Understand the significance and value of outplacement programs.
Jumat, 10 Oktober 2008
Chapter 5: Recruiting, Selecting, and Socializing Employees
Chapter 5: Recruiting, Selecting, and Socializing Employees
After reading this chapter, you should be able to deal more effectively with the following challenges:
1. Understand the human resource planning process.
2. Weigh the advantages and disadvantages of internal and external recruiting.
3. Distinguish among the major methods of selection.
4. Make staffing decisions that minimize the hiring and promotion of the wrong people.
5. Provide reasonable job expectations to new recruits.
After reading this chapter, you should be able to deal more effectively with the following challenges:
1. Understand the human resource planning process.
2. Weigh the advantages and disadvantages of internal and external recruiting.
3. Distinguish among the major methods of selection.
4. Make staffing decisions that minimize the hiring and promotion of the wrong people.
5. Provide reasonable job expectations to new recruits.
Chapter 4: Managing Workforce Diversity
Chapter 4: Managing Workforce Diversity
Challenges
After reading this chapter, you should be able to deal more effectively with the following challenges:
1. Link employment equity programs to employee diversity programs to ensure that they support each other.
2. Identify the forces that contribute to the successful management of employee diversity within an organization.
3. Reduce potential conflict among employees resulting from cultural clashes and misunderstandings.
4. Draw a profile of employee groups that are less likely to be part of the corporate mainstream and develop policies specifically directed to these groups' needs.
5. Implement human resource systems that assist the organization in successfully managing employee diversity.
Challenges
After reading this chapter, you should be able to deal more effectively with the following challenges:
1. Link employment equity programs to employee diversity programs to ensure that they support each other.
2. Identify the forces that contribute to the successful management of employee diversity within an organization.
3. Reduce potential conflict among employees resulting from cultural clashes and misunderstandings.
4. Draw a profile of employee groups that are less likely to be part of the corporate mainstream and develop policies specifically directed to these groups' needs.
5. Implement human resource systems that assist the organization in successfully managing employee diversity.
Chapter 3: The Legal Environment and Issues of Fairness
Chapter 3: The Legal Environment and Issues of Fairness
Challenges
After reading this chapter, you should be able to deal more effectively with the following challenges:
1. Explain why compliance with human resource law is an important part of doing business and why the human resource function is heavily regulated.
2. Anticipate and follow changes in HR law, regulation and, court decisions.
3. Manage within employment standards, human rights and equity laws, and understand the rationale and requirements for compliance.
4. Make managerial decisions that will reduce the likelihood of legal liability.
5. Know when legal and fairness issues require external expertise.
Challenges
After reading this chapter, you should be able to deal more effectively with the following challenges:
1. Explain why compliance with human resource law is an important part of doing business and why the human resource function is heavily regulated.
2. Anticipate and follow changes in HR law, regulation and, court decisions.
3. Manage within employment standards, human rights and equity laws, and understand the rationale and requirements for compliance.
4. Make managerial decisions that will reduce the likelihood of legal liability.
5. Know when legal and fairness issues require external expertise.
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