Human Resources and Diversity Objectives 1.Describe the workforce, work environments and apply the principles of the field of dietetics 2.Discuss research.

Slides:



Advertisements
Similar presentations
Management of Human Resources
Advertisements

Conducting Effective Performance Reviews
The EEOC and Trends for Working Women: Current and Emerging Issues 2007 National Equal Opportunity Professional Development Forum Edana E. Lewis, Esq.
Managing the Risks of Wrongful Discharge Claims Raymond L. Hogge, Jr. HOGGE LAW Attorneys and Counselors at Law 500 E. Plume Street, Suite 800 Norfolk,
Wisconsin Library Association November 3, 2011 THE LIBRARY BOARD AS EMPLOYER.
HUMAN RESOURCE MANAGEMENT “Nurturing turns potential into performance” What is the purpose and legal context of human resource management? What are the.
1 What You Don’t Know Can Hurt You Selected Employment Law Topics Gerard Solis Associate General Counsel.
Termination Decisions and Meetings Training for Supervisors
Recruiting and Selecting the Best Employees
© 2004 Texas Southern University1 Texas Southern University Employee Education and Awareness Training L egal Essentials for Supervisors Employment Discrimination.
How to Conduct Effective Performance Reviews. Session Objectives You will be able to: –Identify the importance and benefits of Performance Reviews –Assess.
Hiring, Training & Evaluating Employees
1 Knowledge Objectives 1.Explain what human resource management involves. 2.Identify and briefly explain the steps in employee selection and performance.
Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 1 Chapter 13 Managing Human Resources.
HUMAN RESOURCES How to Avoid the Traps. TITLE VII CIVIL RIGHTS ACT n Signed by Lyndon Johnson in 1964 n Remains most important piece of EEO legislation.
Understanding Management First Canadian Edition Slides prepared by Janice Edwards College of the Rockies Copyright © 2009 Nelson Education Ltd.
Human Resource Auditing
Interviewing – Guidance on Appropriate Questions Reviewed April 2013.
Equal Employment Opportunity (EEO) 11/29/2012 Anita Heard Equal Opportunity Specialist.
Employee Law Challenge. Requires employers to pay men & women similar wage rates for similar work? Name the Act… 2 point question 1. Civil Rights Act.
© 2012 Cengage Learning. All Rights Reserved. Principles of Business, 8e C H A P T E R 8 SLIDE Human Resources Basics Managing Human Resources.
Chapter 11 The Human Side of Management Management 1e Management 1e Management 1e - 2 Management 1e Learning Objectives  Describe.
SUPERVISING STUDENT EMPLOYEES August 13, 2002 Office of Human Resources Office of the General Counsel.
1. Information about English names In English speaking countries, your first name usually means the first name given to you at birth by your parents. but.
SEARCH COMMITTEE ORIENTATION. Board Room 6:30 PM 2 Search Committee Orientation Objective Provide the Search Committee with the necessary tools (i.e.,
International Business Part IV BCS-BE-8: The student analyzes how international business impacts business.
Chapter 10 Human Resource Management. HRM Human Capital Human Resource Management 3 major responsibilities of HRM  Attracting a quality workforce  Developing.
Staffing Lesson 3. Objectives Explain how staffing decisions are affected by customer satisfaction and wait time List common problems associated with.
© 2012 Cengage Learning. All Rights Reserved. Principles of Business, 8e C H A P T E R 8 SLIDE 1 THE U.S. WORKFORCE ●All people 16 years and older who.
STAFFING PROCESS Human Resources Management. Involves: Planning for Attracting Developing Retaining  employees.
Entrepreneurship and Small Business Management Chapter 19 Human Resources and Management.
EMPLOYMENT AND LABOR LAWS  These laws:  Prevent discrimination and harassment in the workplace.  Outline workplace poster requirements.  Set wage.
© 2011 Delmar, Cengage Learning Part III People in the Police Organization Chapter 10 Police Human Resources Management.
Chapter 15 Human Resources Management pp
© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Welcome to this Organizational Behavior course that uses the 16th edition of the textbook, Organizational Behavior by Robbins and Judge. This is considered.
Iowa Civil Rights Commission Disclaimer The information contained in this presentation is a brief overview and should not be construed as legal advice.
Human Resources: Objectives 1. Describe work environment of desired career positions 2. Relate environments to hiring policies and procedures. 3. Describe.
Human Resources Management. Roles of the Human Resources Department Human resources planning and analysis Equal employment opportunity practices Staffing.
Human Resources and Diversity Objectives 1.Describe work environments in the field of dietetics 2.Relate environments to hiring policies and procedures.
Human Resources and Diversity Objectives 1. Describe work environment of desired career positions 2. Relate environments to hiring policies and procedures.
Chapter 6Administrative Office Management, 13th Ed1 ADMINISTRATIVE OFFICE MANAGEMENT Chapter 6 Staffing Practices: Employment Laws and Job Analysis.
BALANCING LIFE’S ISSUES, INC. Effective Interviewing Skills.
1 Performance Management and Appraisal Chapter 9.
Supervisor Success Series “3S” Session 1: Starting the Search.
Equal Opportunity & The Legal Framework. Equal Employment Opportunity  Ensuring that the process of employment and the employee employer relationships.
Supervisor Success Series “3S” Session 2: Executing and Completing the Search.
PowerPoint Presentation by Charlie Cook The University of West Alabama Copyright © 2006 Thomson Business & Professional Publishing. All rights reserved.
RECRUITMENT Recruitment  A good recruitment system is one that is: (1) Effective: Recruits the best candidates. (2) Efficient: Uses established cost-
Copyright © 2015 Pearson Education Ltd. Chapter 2: Diversity in Organizations 2-1.
Getting a Job. Definitions Self-employed: people who are not employees since they work for themselves. Employer: is a person or a company that hires one.
Crossing The Line Preferential Treatment vs. Equal Employment AIM-IRS ABMTS – August 6, 2009 Presented by Darlene Reese.
Intro to Business, 7e © 2009 South-Western, Cengage Learning SLIDE1 CHAPTER Human Resources Basics Managing Human Resources Organizational.
Employee Expectations Career Pathway Experience. Payments You can expect your employer to pay you for the work you do! –Employer should deduct income.
An Overview of Strategic Human Resource Management.
© BLR ® —Business & Legal Resources 1408 Conducting Effective Performance Appraisals.
Week 2: Diversity in Organizations Chapter 2
Did you find the instructor contact information and office hours? Have you reviewed the upcoming assignments and due dates? Any questions on the grading.
1 Human Resource Audits. 2 Human Resource Audit? A human resource audit evaluates the personnel activities used in an organization. The audit may include.
Human Resource Development How to Run a Search Committee >, > HUMAN RESOURCE DEVELOPMENT ACUI CORE COMPETENCY TRAINING MODULE Developed in 2011 by the.
C ALIFORNIA C OMMUNITY C OLLEGES C HANCELLOR ’ S O FFICE S TATE & F EDERAL L AWS A ND E DUCATION B ENEFITS OF D IVERSITY January 20, 2016 Training: Board.
0 Defining Discrimination and Harassment Dorothy Jones UAW International Representative Dan Fairbanks UAW International Representative 1.
Human Resources and Diversity Objectives: Students will be able to: 1.Describe the workforce and work environments; apply the principles to the field of.
Human Resource Management. Functions Staffing Determining needs Recruiting Hiring Training and development Orientations Management development.
The Medical Assistant as Human Resources Manager
Human Aspects of Organizing Reading: pp. 173 – 183.
Human Resources Functions
The Medical Assistant as Human Resources Manager
Assistant Human Resources Director Classification And Compensation
Presentation transcript:

Human Resources and Diversity Objectives 1.Describe the workforce, work environments and apply the principles of the field of dietetics 2.Discuss research on employee satisfaction. (Saari) 3.Relate environments to hiring policies and procedures. 4.Analyze methods for conducting performance appraisals. 5.Review components of a disciplinary action. 6.Describe benefits of diversity in the workplace 7.Consider specific challenges to the principles of diversity in the field of dietetics.

: Human Resources : Human Resources Departments: Monitor needs Support staff Guidance on legal issues Hiring Evaluates, authorizes and publishes job descriptions Screen potential applicants Training Convey culture Employment terms: FTE: Full time equivalent Describes staffing levels in a department

Work environments in dietetics and nutrition Human Resources: Work environments in dietetics and nutrition Types of compensation: Salaried worker; Compensatory Time; On-call Employee category Professionals Supervisory personnel Skilled workers Unskilled workers Status: Full time; Part time; Short time ( < 20 hours per week) Dietetics employment settings & unique HR environments Provide examples ____________

Concept Checks 1.Consider your career plans and intended employment environment. –How do you anticipate interacting with human resources professionals? –From the information provided in the first two slides offer some examples of HR challenges you may encounter in your intended employment environment. Human Resources and Diversity

Objectives 1.Describe the workforce, work environments and apply the principles of the field of dietetics 2.Discuss research on employee satisfaction. (Saari) 3.Relate environments to hiring policies and procedures. 4.Analyze methods for conducting performance appraisals. 5.Review components of a disciplinary action. 6.Describe benefits of diversity in the workplace 7.Consider specific challenges to the principles of diversity in the field of dietetics.

Concept Checks Saari Article: 2. How did the author define ‘employee attitudes and job satisfaction? 3. What are dispositional influences? What is your reaction to the research on disposition and employment satisfaction? 4. Describe how attitudes and satisfaction may vary by employment category (see slide # 3). Employee Attitudes

Human Resources and Diversity Objectives 1.Describe the workforce, work environments and apply the principles of the field of dietetics 2.Discuss research on employee satisfaction. (Saari) 3.Relate environments to hiring policies and procedures. 4.Analyze methods for conducting performance appraisals. 5.Review components of a disciplinary action. 6.Describe benefits of diversity in the workplace 7.Consider specific challenges to the principles of diversity in the field of dietetics.

Hiring Policies and Procedures 1. Identify the position Job Description that completely describes the role and function Requirements for the job Objective RD, CD, RD-eligible Education Continuing Education Experience Job Description Duties Used in recruitment and selection but also has legal implications on the job Not task oriented

Job Description (Continue) Example: Full-time Clinical duties Define client population Supervisory role Committee membership Continuing education In-service training to employees “Performs other duties as assigned” Hiring Policies and Procedures

2. Identify the compensation package This may be set by job classification salary benefits vacation comp time ______________________________________________________ A job description will usually be reviewed by the HR division The job posting may also be coordinated by the HR division Hiring Policies and Procedures

Job Announcements/ Descriptions Review sample job announcements/ descriptions: Are the necessary components present? What additional elements are included? Does the job description ‘sell’ the position? What else would you want to know about the position?

3. Identify who will review the applications for the first pass Type of facility a. Department function b. HR + Department 4. Plan the interview Semi-structured Structured Coordinated questions if more than one interviewer Search Committee Taking notes Hiring Policies and Procedures

5. Conduct the Interview  Legalities - see issues regarding discrimination Do not ask questions that may infringe on personal rights Don’t ask about age, marital status, children, disabilities, religion, ethnicity, sexual orientation, etc.  Closing the interview Provide a time frame Confirm numbers - phone, fax etc.  Checking references When Confidentiality Confirm who you are speaking to - make sure they would have direct information on this person Hiring Policies and Procedures

Concept Checks Erickson Article: 2. What is a ‘signature’ experience and what are the elements of engagement? 3. Be prepared to comment on the examples provided from various companies. 4. Have you observed or experienced similar branding? 5. What was your ‘signature’ experience when considering graduate school? Hiring Policies and Procedures

Human Resources and Diversity Objectives 1.Describe the workforce, work environments and apply the principles of the field of dietetics 2.Discuss research on employee satisfaction. (Saari) 3.Relate environments to hiring policies and procedures. 4.Analyze methods for conducting performance appraisals. 5.Review components of a disciplinary action. 6.Describe benefits of diversity in the workplace 7.Consider specific challenges to the principles of diversity in the field of dietetics.

Purpose is to support growth Employee Institution/ Employer How am I doing? Who is the “I”? Performance Appraisals

Structured Non-structured Structured: Process: Form that has been reviewed by a representative committee Form is available for the employee to review, samples provided Date is set for annual performance evaluation - no surprises 1). Institutional and Department goals available 2). Personal goals should align with the overall goals 3). Strategic Plan Performance Appraisals

Performance Appraisals: Management by Objective (Previously discussed) Review objectives from the previous year Discuss accomplishments Review objectives that were not met Set objectives for the next year Clearly defined Evaluation planned At Performance evaluation review above Discuss strengths and weaknesses - Positive emphasized Summation

Performance Appraisals: Feedback Supervisor review - traditional Self-review Peer review 360º review Performance Appraisals

Concept Check 5. How can the principles described in the Saari article be incorporated into performance evaluations? Performance Appraisals

Human Resources and Diversity Objectives 1.Describe the workforce, work environments and apply the principles of the field of dietetics 2.Discuss research on employee satisfaction. (Saari) 3.Relate environments to hiring policies and procedures. 4.Analyze methods for conducting performance appraisals. 5.Review components of a disciplinary action. 6.Describe benefits of diversity in the workplace 7.Consider specific challenges to the principles of diversity in the field of dietetics.

Based a good foundation of mutual respect and open communication Institutional policy for disciplinary process Based on documentation Follow procedures Observe confidentiality Involve HR as necessary - consider this office an excellent resource for support D ISCIPLINARY A CTION

Procedure for Disciplinary Action Verbal warning Meeting State problem Discuss issues, be open to perceptions End on a positive note Try not to blindside a person Documentation at all steps Written warning Provide time for corrective action Period of probation may be included in policies Suspension Termination Urban Myths regarding termination of an employee D ISCIPLINARY A CTION

Human Resources and Diversity Objectives 1.Describe the workforce, work environments and apply the principles of the field of dietetics 2.Discuss research on employee satisfaction. (Saari) 3.Relate environments to hiring policies and procedures. 4.Analyze methods for conducting performance appraisals. 5.Review components of a disciplinary action. 6.Describe benefits of diversity in the workplace 7.Consider specific challenges to the principles of diversity in the field of dietetics.

Diversity: Recognize situations associated with discrimination Value cultural competency in the workplace Stats on diversity in American (Text) Gender Age Culture ADA Other: Human Resources and Diversity

Federal Equal Employment Opportunity (EEO) Laws: What Are the Federal Laws Prohibiting Job Discrimination?  Title VII of the Civil Rights Act of 1964 (Title VII), which prohibits employment discrimination based on race, color, religion, sex, or national origin;  the Equal Pay Act of 1963 (EPA), which protects men and women who perform substantially equal work in the same establishment from sex-based wage discrimination;  the Age Discrimination in Employment Act of 1967 (ADEA), which protects individuals who are 40 years of age or older; Human Resources and Diversity

Federal Equal Employment Opportunity (EEO) Laws: What Are the Federal Laws Prohibiting Job Discrimination?  Title I and Title V of the Americans with Disabilities Act of 1990 (ADA), which prohibit employment discrimination against qualified individuals with disabilities in the private sector, and in state and local governments;  Sections 501 and 505 of the Rehabilitation Act of 1973, which prohibit discrimination against qualified individuals with disabilities who work in the federal government; and  the Civil Rights Act of 1991, which, among other things, provides monetary damages in cases of intentional employment discrimination. Human Resources and Diversity

n Discrimination may be based on: AgeDisability GenderPregnancy Race or EthnicityReligion Sexual OrientationUnion Support Immigrant Status Human Resources and Diversity

Concept Check 9. What issues specific to nutrition, dietetics and/or food service might pose problems for discrimination or respect for diversity? Human Resources and Diversity