BU121 Study Guide - Final Guide: Ontario Human Rights Commission, Criterion Validity, Job Analysis

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17 Oct 2016
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Wednesday, March 18, 2015
1
Human Resources
Process of HR Management
- about gaining employee commitment, this is the base that pulls everything together
- it is people doing all the other critical success factors; most important
- number of things HR is responsible for but it happens in a specific order
- 1. forecasting and planning: how you are going to operate the business
- job analysis is very critical to this; analyzing the jobs that need to be done
- to do what were doing what jobs must be done? how many people are required to do it?
what skills do they need to have?
- thoroughly analyzing what exactly is required to get the job done
- involves job descriptions, job specifications (lays out the qualities of a successful worker
doing the job)
- how can you forecast the people that you need if you don’t know the jobs they're doing?
you need the job analysis!
- 2. recruitment: not always needed for existing businesses, first make sure your current
workers are efficient as possible before hiring
- if you are going to hire, however, you need to recruit
- 3. selection: once you have the group of people, which ones are best? can answer this
through job specification/description
- 4. training and development: need job analysis to do this; what are we training them to do?
(look at job description)
- 5. performance planning and evaluation: people want to feel good about what they're
doing, give them a place to go, an incentive
- give feedback, they want to know how they can be promoted
- evaluating performance effects commitment and comes from job analysis because this is
the criteria you evaluate on
- 6. compensating benefits: who they are, what skills the bring, what level they're trained,
and how they're performing all effect how they are being paid
- what the job entails and what the person needs for the job (job analysis) obviously
influences the wage
- * job analysis is important to all of them *
Recruitment
- objective: you are generating/attracting a pool of qualified applicants to choose from
- can do this from job posting (newspaper, online, fliers)
- these are external, active methods
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Wednesday, March 18, 2015
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- one internal method is recruit from their own pool of existing labour; this is sending a
message to your current employees saying we believe in you (not just always looking outside,
current employees will loose commitment/no hope to be promoted)
- what methods to use?
- want to make sure the method you use does get you the most qualified people: yield ratio
> look at your past methods and look at the percentage of people that proceeded to the
next step; yield ratio will also tell you how many leads you need to get a good pool (i.e. if
you used an ad and got 100 people but only 15% were qualified, this is saying if we need
15 people we need 100 leads)
- time lapse data: from start of recruitment to start of work (do you need someone
immediately? are you looking far into the future? i.e. recruiting from universities have a long
time lapse because these companies are hiring students for potential jobs that they could
work their way up to in 6 years)
- how to use them?
- requires you to understand what the end game is; not about choosing the best person, but
you want to go through this process in a way that gets us people that wont turn around and
quit
- lessen the turnover
- if a company hasn't planned well; they might find themselves in a position where they are
desperate for someone and sell the job (say false things); these people will leave because
their expectations are high and they are disappointed
- you need to plan and use a realistic approach
- be honest; give a strong sense of reality of the job; here are the pros and cons; i want you
to fit in this job and know exactly what its like so then if you take it, you wont be
disappointed!
- employer branding > marketing yourself as an employer
- creating perception of your company; consider the branding
- need to know your target audience; comes from your job analysis
- develop the employee value proposition; selling them the value of the job, make sure
you're clear on that
- how are you going to communicate that?
- i.e. US Army > “theres strong and theres army strong”
- psychographics: patriotic (support/defend our country), emotionally strong, see
themselves as real men
- value prop: join the army and you get to be a part of the team, the army; a family you
could belong to
Selection
- once you have that pool of applicants; now you must choose who are the best ones
- what methods to use?
- stages in the selection process (textbook)
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Wednesday, March 18, 2015
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- usually starts from looking at applications, look at the data and filter it before you interview
them (going straight into testing is very expensive)
- use cheaper stages first
- how do you use them?
- not an easy task; trying to forecast if people are going to be good
- human rights legislation > layer of government regulations that you must follow
- provincial; we are focusing on Ontario Human Rights Commission
- cannot discriminate; male or female, age, you cannot discriminate based on schools they
went to
- it’s a complaint driven system; they can technically discriminate but you have to give a
viable reason and therefore no complaints will be made
- having that legislation over our heads, however, is a great thing because it forces us to find
the best people regardless of biases and gets us a diverse employee base (more opinions,
better to understand market place, promotes innovation)
- validity and reliability; helps predict performance in a consistent way
- employment equity act is another piece of legislation
- helps ensure that all Canadians have the same access to the labour market by requiring
that employers take actions to ensure the full representation of members of the four
designated groups (women, aboriginal people, disabled, minority cultural groups)
- not every company needs to do this; only large known companies
- Crown corporations must do this
- if we hired in similar proportions of these groups of people it also helps with mirroring the
market and improving innovation
Validation of Selection Methods (**** commonly asked on exam)
- criterion validity
- does this person actually have the criteria im looking for? selection measures on criteria
- people that do well on selection method (predictor) also perform well on the job (criterion)
- if the selection method results in hiring someone that doesn't perform well then it isn't valid
- validation process
- administer the selection procedure to a group of people (test, interview questions)
- compare/correlate the results/predictor scores with performance/criterion scores
- want a tight correlation; take out the questions that there wasn't any correlation
- look for and keep valid predictors only
- find clear distinction in the answers given by people who attain different levels of success
- predictive validation and concurrent validation
- in the first step when we give the selection method to a group of people
- if those people are applicants > this is predictive validation
- if those people are current employees > this is concurrent validation
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Document Summary

About gaining employee commitment, this is the base that pulls everything together. It is people doing all the other critical success factors; most important. Number of things hr is responsible for but it happens in a specific order. 1. forecasting and planning: how you are going to operate the business. Job analysis is very critical to this; analyzing the jobs that need to be done. Thoroughly analyzing what exactly is required to get the job done. Involves job descriptions, job specifications (lays out the qualities of a successful worker doing the job) How can you forecast the people that you need if you don"t know the jobs they"re doing? you need the job analysis! 2. recruitment: not always needed for existing businesses, first make sure your current workers are efficient as possible before hiring. If you are going to hire, however, you need to recruit.

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