Textbook Notes (367,976)
Canada (161,540)
Administration (1,247)
ADM2337 (129)

Lectures 1 - 6.docx

19 Pages
Unlock Document

Joanne Leck

Chapter One:01/29/2014 Human Resource Management= the process of managing human talent to achieve an organizations  objectives.  Why Study HRM? Great business plans, products, and services can easily be copied by your competitors. Great personnel  cannot. Overall Framework for Human Resources Management Competitive Challenges: Challenges in the marketplace and economy Globalization Technology Cost containment Leveraging employee differences Human Resources: Planning  Recruitment Staffing Job design Training Appraisal  Communications Compensation Benefits Labour relations Employee concerns: Job security Health care issues Age and generational work issues Retirement issues Gender issues Educational levels Employee rights Privacy issues Work attitude Family concerns  Cafeteria benefit plans: cash in exchange for benefits Major Challenges facing HRM: Responding strategically to changes in the marketplace (re­engineering, downsizing, outsourcing) Competing, recruiting, and staffing globally  Setting and achieving corporate social responsibility and sustainability goals Advancing HRM with technology (collaborative software, online recruiting) Containing costs while retaining top talent and maximizing productivity (downsizing) Responding to demographic and diversity challenges of the workforce Adapting to educational and cultural shifts affecting the workforce (work­family balance) Chapter Two: Strategy and HR Planning 01/29/2014 Chapter Two: Strategy and HR Planning 01/29/2014 *** Midterm only concerned about HR’s part of planning Strategic Human Resource Management (SHRM) = strategic planning + HRP Strategic Planning procedures for making decisions about the organization’s long­term goals and strategies Human Resources Planning (HRP) Process of anticipating and providing for the movement of people into, within, and out if an organization.  Strategic Analysis Strategic Formulation What is required and necessary to support human resources? Strategic Implementation How will the human resources be allocated HUMAN RESOURCE PLANNING ­­­­­­­­­­▯ STRATEGIC PLANNING  STRATEGIC PLANNING ­­­­­­­­­­­­▯ HUMAN RESOURCES PLANNING  Chapter Two: Strategy and HR Planning 01/29/2014 Environmental Analysis The systematic monitoring of the major external forces influencing the external supply of labor Economic factors ex. Unemployment rate Industry and competitive trends: new processes, services, and innovations Technological changes: IT and automation The legal environment: minimum wage, #hours/week, mandatory retirement Social concerns child care and educational priorities Demographic and labor market trends: age, composition, literacy, and immigration Internal Analysis The three C’s Culture Cultural Audits Audits of the culture and quality of work life in an organization (values, assumptions, beliefs, and  expectations – VABEs) Capabilities People that distinguish an organization from it’s competitiors The resources must be: Valuable Rare Difficult to imitate Chapter Two: Strategy and HR Planning 01/29/2014 organized Composition Puts people into 4 categories based on value and unique Complementary Strategic Support Core Ex. Accountant Forecasting Involves: Forecasting the demand for labor Forecasting the supply of labor Balancing supply and demand Demand Techniques Quantitative Tend analysis Qualitative Managerial estimates Delphi techniques  Supply Techniques  Chapter Two: Strategy and HR Planning 01/29/2014 Staffing tables Graphic representation of all jobs and number of people in those jobs Markov analysis % of people who remain, transfer, quit or promoted Skill inventories Files of personnel education, experience, interests, skills etc., that allow managers to quickly match job  openings with employee backgrounds Replacement charts Listings of current jobholders and people who are potential replacements Succession Planning The process of identifying, developing, and tracking key individuals for executive positions Important Metrics: Employee Turnover (Number of separations during the month/ Total number of employees at mid month) X 100 Employee Absenteeism (Number of worker­days lost through job absence during period/ average number of employees X number  of workdays) X 100 What do you do when? If Supply > Demand? Layoffs Voluntary leaves of absence  Chapter Two: Strategy and HR Planning 01/29/2014 Job sharing Attrition Early retirement packages If Demand > Supply? Hire people Cross­training employees Spread work over employees Outsource Possible guiding principles: Length of service Performance assessment Area/programme/location of work Special skills Flexibility/redeployability Absence record  Chapter Three: Equity and Diversity 01/29/2014 Major Forms of Employment Legislation: Employment standards legislation Human rights codes Legislation to advance the employment circumstances of designated groups  Employment equity Pay equity Systemic vs. Intentional Systemic: Employment criteria that have the effect of discriminating on prohibited grounds but are not  used with the intent to discriminate (ex. Height requirements)  Intentional: Deliberate use of race, religion or other prohibited criteria in employment decisions. Disparate/Adverse Impact Reasonable Accommodation: Adjustments in job content and working conditions that an employer  may be expected to make in order to accommodate a person protected by human rights provisions.  Bona Fide Occupational Qualification: A justified business reason for discriminating against a  member of a protected class Equity in the Workplace Employment Equity:  Federal employment equity act Chapter Three: Equity and Diversity 01/29/2014 Federal contractors program Pay and Equity: Equal pay for equal work Equal pay for work of equal value Value of the job to the organization ex. Electricians vs. nurses ****Important for midterm  Employment Equity Designated Groups: Women  Visible minorities People with disabilities Aboriginals  What is sexual harassment? “unwelcome sexual advances, requests for sexual favors, and other physical and verbal contact of a sexual  nature when it affects the terms of employment under one or more of the following conditions: such an  activity is a condition for employment; such an activity is a condition of employment consequences such as  promotion, dismissal, or salary increases; such an a
More Less

Related notes for ADM2337

Log In


Join OneClass

Access over 10 million pages of study
documents for 1.3 million courses.

Sign up

Join to view


By registering, I agree to the Terms and Privacy Policies
Already have an account?
Just a few more details

So we can recommend you notes for your school.

Reset Password

Please enter below the email address you registered with and we will send you a link to reset your password.

Add your courses

Get notes from the top students in your class.