1. Service Learning Projects
Welcome and Questions

2. Chapter 13 SHRM Recruit – selective hiring
Retain – employment security, status reduction, comparatively high compensation
Rouse – loyalty, commitment – self-managed teams, decentralized decision making, diversity
Revitalize – training and development – at all levels

3. Case Study Evaluating the Howe 2 Ski Stores
Assume you are a consultant hired to advise Maria Howe – what would you recommend she do to solve the HR problems at her stores?
Hint – Which of the 4 R’s is most important?
Be sure to support your answer.

4. Case Summary Company started by Maria Howe
Three “Ski and Windsurfing” shops
“State-of-art” skis and clothing (high end)
Therefore, she needs motivated “sales people” and excellent staff
Problems are now occurring – Increased competition + Employee productivity is going down – what to do?
Buyers – who purchase the equipment
Moulders – technicians who get skis ready / repair
Sales clerks – on the floor people who sell
Credit officers – arrange loans for clients
Cashiers – at the check out till
Stockers – who fill the selves and make displays

5. Seven Practices of Successful Organizations
Employee Security
Selective Hiring
Self-managed teams
Comparatively high compensation
Extensive training
Reduced status distinctions
Extensive sharing of information

6. Employment Security Employment Security Policy Avoid “Dumbsizing”
more careful / leaner hiring
Avoid “Dumbsizing”
buying high selling low (IT industry)
doing their job
(Bank - loans officers)
Fire when necessary

7. Selective Hiring High number of applicants
Screen for cultural fit and attitude
What are important skills
Several rounds to scrutinize
Involve senior people
Assess the results and performance

8. Self-Managed Teams Research = they work! Why? peer-control
pooled ideas
decrease administrative overhead
empowered workers

9. High Compensation Contingent on Performance
Relationship between money paid and attracting right workforce
Can take other forms than just a pay-cheque (i.e. employee ownership or profit sharing)

10. Training Affords flexible production Competitive Advantage
NA / Japan differences reflects differences in “time horizon” for holding on to employees

11. Reduce Status Differences
Make all organizational members feel important
How - symbolically
“associates”
How - figuratively
parking
dining hall
offices

12. Share Information ‘Open Book’ management
Shows organizational members that they are trusted
People must know what is happening to make changes
(but fears that information will leak out to competitors is troublesome)

13. Conclusion Difficult to do them in a staged approach - jump in!
Some will take longer to work (training)

14. Howe 2 Ski SHRM consultant Recruit – selective hiring
Retain – employment security, status reduction, comparatively high compensation
Rouse – loyalty, commitment – self-managed teams, decentralized decision making, diversity
Revitalize – training and development – at all levels

15. Next Day Cpt. 7: Information and Decision Making; Cpt. 16: Motivation
Lest We Forget