2. MARK CRANE HUMAN RESOURCE AND MANAGEMENT FIRM MISSION VIEJO, CA HUMAN RESOURCE MANAGEMENT: FINDING AND KEEPING THE BEST EMPLOYEES

3. GOING INTO THE 21ST CENTURY MANY COMPANIES ARE FACED WITH CHALLENGES FROM ALL WALKS OF LIFE Moving into a new time and era companies are starting to realize that it’s not just hiring anybody to do the job, it’s not we will train you to do the job it’s not hire some one based on ethnic background or sex it’s not well you have a high school degree, that will do. No, it’s women are playing a bigger role in the work environment, “better watch what you say”. No more high school degrees, “we were looking for someone with their bachelors degree in business management”. Inner racial business partners, “lets all work together, be nice”, Technology, what is that, If you do not no how to use a computer guess what you the people in this class room will not survive in Corporate America. Companies are changing so rapidly moving ahead that if you are always playing catch up you will never be where you want to be. These are just a few issues that Human Resources has to deal with. In you r training class tonight I am going to address the following.:

4. HUMAN RESOURCE MANAGEMENT: FINDING AND KEEPING THE BEST EMPLOYEES EXPLAIN THE IMPORTANCE OF HUMAN RESOURCE MANAGEMENT AND DESCRIBE CURRENT ISSUES IN MANAGING HUMAN RESOURCES. SUMMARIZE THE SIX STEPS IN PLANNING HUMAN RESOURCES DESCRIBE METHODS THAT COMPANIES USE TO RECRUIT NEW EMPLOYEES AND EXPLAIN SOME OF THE ISSUES THAT MAKE RECRUITMENT CHALLENGING. OUTLINE THE SIX STEPS IN SELECTING EMPLOYEES.

5. THE IMPORTANCE OF HUMAN RESOURCE MANAGEMENT OBJECTIVES OF THE ORGANIZ ATION TRAINING AND DEVELOPMENT SELECTION EVALUATION COMPENSATION AND BENEFITS EMPLOYEE AND UNION RELATIONS (CHAPTER 12) HUMAN RESOURCE PLANNING (CHAPTER 11) RECRUITMENT MOTIVATION (CHAPTER 10)

6. OBJECTIVES OF THE ORGANIZATION Knowing what the organization needs to be competitive, knowing where the company wants to go and where they want to be.

7. HUMAN RESOURCE PLANNING Preparing forecasts of future resourcefulness Preparing a human resource inventory of employees Preparing a job analysis Assessing future demand Assessing future supply Establishing a strategic plan

8. PREPARING FORECASTS OF FUTURE HUMAN RESOURCE NEEDS Based on positive or negative changes some human resource needs might be. A companies budget, their overhead, employee count (should it be increased or decreased) combining positions into one job description. Morale, environment, pay structures and benefits. Motivation, Evaluation (Do we have the right people for the job.

9. PREPARING A HUMAN RESOURCE INVENTORY OF THE ORGANIZATION’S EMPLOYEES This inventory should include ages, names, education, capabilities, training, specialized skills, and other information pertinent to the specific organization ( e.g., languages spoken). Such information reveals whether or not the labor force is technically up-to- date, thoroughly trained, and so forth.

10. PREPARING A JOB ANALYSIS A job analysis is a study of what is done by employees who hold various job titles. Such analyses are necessary in order to recruit and train employees with the necessary skills to do the job. The results of job analysis are two written statements: job descriptions and job specifications. A job description specifies the objectives of the job, the type of work to be done and the responsibilities and duties. A job specifications are a written summary of the minimum qualifications required of a worker to fill specific jobs.

11. ASSESSING FUTURE DEMAND Because technology changes rapidly, training programs must be started long before the need is apparent. Human resource managers who are proactive and anticipate the future needs of their organization, make sure that trained people are available when needed.

12. ASSESSING FUTURE SUPPLY The labor force is constantly shifting: getting older; becoming more technically oriented, attracting more women, and so forth. There are likely to be increased shortages of some workers in the future (e.g computer and robotic repair workers) and oversupply of others (e.g., assembly-line workers).

13. ESTABLISHING A STRATEGIC PLAN The plan must address recruiting, selecting, training and developing, appraising, compensating, and scheduling the labor force. Because the previous five steps lead up to this one, this chapter will focus on these elements of the strategic human resource plan.

14. RECRUITMENT AND SELECTION Recruitment is the set of activities used to obtain a sufficient number of the right people at the right time; its purpose is to select those who best meet the needs of the organization. Selection is the process of gathering information and deciding who should be hired,under legal guidelines, for the best interests of the individual and the organization.

15. TRAINING AND DEVELOPMENT Include all attempts to improve productivity by increasing an employee’s ability to perform. Training is short term skills oriented; whereas development is long term career oriented. Assessing the needs of the organization and the skills of the employees to determine training needs. Designing training activities to meet the identified needs. Evaluating the effectiveness of the training.

16. MOTIVATION A driving force that keeps employees productive such as incentive programs and bonuses.

17. EVALUATION Ensuring that an employee meets behavioral standards and his or her actions reflect on work performance.

18. COMPENSATION AND BENEFITS Putting together a plan that attracts the kind of people needed by the organization and in sufficient numbers Providing employees with the incentive to work efficiently and productively. Keep valued employees from leaving and going to competing firms. Maintain a competitive position in the market place by keeping costs low through high productivity from a satisfied workforce. Provide employees with some sense of financial security through insurance and retirement benefits.

19. EMPLOYEE AND UNION RELATIONS Definition of Union: Employee organizations that have the main goal of representing members in employee-management bargaining over job- related issues. Workers formed unions to protect themselves from intolerable work conditions and unfair treatment from owners and managers. They also wanted some say in the operations of their jobs.

20. DESCRIBE METHODS THAT COMPANIES USE TO RECRUIT NEW EMPLOYEES AND EXPLAIN SOME OF THE ISSUES THAT MAKE RECRUITMENT CHALLENGING

21. METHODS COMPANIES USE TO RECRUIT NEW EMPLOYEES External Sources Private employment agencies Public employment agencies Personal applications Management consultants New graduates Former employees Part-time applicants Competing organizations Union organizations Advertisements Temporary help services Union halls Trade schools College placement offices Newspaper ads Trade associations Business associates College professors Internet Human Resource Department Selection Hiring Orientation and training Internal sources Transfers Promotions Employee recommendations Retrained employees Department reorganizations

22. THE HUMAN RESOURCE CHALLENGE Shortages in people trained to work in the growth areas of the future, such as computers, biotechnology, robotics, and the sciences. A huge population of skilled and unskilled workers from declining industries, such as steel and automobiles, who are unemployed or underemployed, and who need retraining. A growing percentage of new workers who are undereducated, poor, and unprepared for jobs in the contemporary business environment. A shift in the age composition of the workforce, including aging baby boomers A complex set of laws and regulations involving hiring, safety unionization, and equal pay that require organizations to go beyond profit orientation. A shift in employee attitudes toward work. Continued downsizing that takes a toll on morale. A challenge from overseas labor pools whose members are available for lower wages. Many companies are shifting jobs overseas. An increased demand for benefits.

23. CHALLENGES OF RECRUITING Sometimes, people with necessary skills are not available; in this case, workers must be hired and then trained internally The emphasis on corporate culture, teamwork, and participative management makes it important to hire people who not only are skilled but also fit in with the culture and leadership style of the organization. Some organizations have unattractive workplaces, have policies that demand promotions from within, operate under union regulations, or offer low wages, which makes recruiting and keeping employees difficult or subject to outside influence and restrictions.

24. SELECTION BECOMES EXPENSIVE The cost of selecting and training employees has become prohibitively high in some firms. Think of what’s involved: interview time, medical exams, training costs unproductive time spent learning the job, moving expenses, and so on. The selection expenses can amount to over $50,000.00 for a manager. It can even cost one and a half times the employee’s annual salary to recruit, process, and train an entry-level worker. In the United States, the amount businesses spent on training alone skyrocketed from $30 billion in 1991 to $55 billion in 1996. Thus, the selection process is an important element in any human resource program.

25. SIX STEPS IN SELECTING EMPLOYEES Obtaining complete application forms. Once this was a simple procedure with few complications. Today legal guidelines limit the kinds of questions that may appear on an application form. Conducting initial and follow-up interviews. A staff member from the human resource department often screens applicants in a first interview. Then if the interviewee is considered he is interviewed by the manager who he or she will be working. The manager wants to be prepared and not ask the wrong questions. Giving employee tests. Measuring basic competencies in specific job skills and to help evaluate applicants personalities and interests. Conducting background investigations. Most organizations now investigate candidates work record, school record, credit history, and references. Obtaining results from physical exams. In some states you cannot obtain until after an employment offer has been made. Obviously you want someone mentally and physically able. Trial periods. Hiring employee’s conditionally so him or her can prove themselves without a reason of doubt. This could be costly if they are not capable or productive.