1. TOPIC 2 HUMAN RESOURCES IBBM SUSIE ROBERTS 2/2012

2. HUMAN RESOURCES PLANNING 2.1 Assignment: Read IBBM CC pages 90 to 100 Read Study Guide 2.1 on SWIFT This unit includes the following topics:  The supply of labour (labor)  Workforce Planning  Recruitment  Training and Appraisal  Changing Work Patterns

3. THE SUPPLY OF LABOUR (LABOR) Defined as: the TOTAL Number of people who are willing and able to work. Constraints and Opportunities include: (aka external and internal factors)  Technological change  Migration  Demographics

4. WORKFORCE PLANNING Explanation: Changes in the external environment mean that organizations have to anticipate and manage changes in their workforce. For workforce planning, an organization will:  Forecast the Human Resources it needs to achieve its objectives.  Identify, Develop, and Maintain the skills its workforce needs  Bear in mind the Work-Life balance that employees are looking for.

5. RECRUITMENT Explanation: An organization that identifies a shortfall in its workforce, or can see one coming, will need to start recruitment. Recruitment Steps: 1)Establish the exact nature of the job vacancy and write a job description. 2)Draw up a person specification (list of qualities, skills, qualifications desired) 3)Job Advertising and Posting reflecting requirements. 4)Compile a list of applicants that meet the requirements after review. 5)Conduct Interviews looking at SKILLS, EXPERIENCE, and CHARACTER.

6. Explanation: Professional Development through training and education can bring benefits to a business.  Help existing staff adopt new innovations  Can be a source of motivation  Can help to build team spirit  Can be used to develop skills of “junior” staff. THREE Types of Training: Induction Training and Orientation On The Job Training Off the Job Course of Instruction TRAINING AND APPRAISAL

7. Appraisals and Performance Evaluations are usually done Annually. Employees like to continually achieve a sense of self-fulfillment. APPRAISAL AND DEVELOPMENT

8. DISMISSAL OF EMPLOYMENT: CALLED FIRING, SACKED, LAYOFF, SURPLUS, REDUNDANCY, RIF. DOWNSIZED Dismissal of Employment/Firing/Sacked: Failure to meet obligations of employment. Layoff, Surplus, Redundancy, RIF (Reduction in Force), Downsized: Not enough work for all employees.

9. CHANGING WORK PATTERNS (P.95) Sometimes domestic governments impose Employment Laws (minimum wage, minimum age for certain jobs, taxes, regulations about safety, etc.) which affect employers and employees. These vary from government to government. external forces drive change in employment patterns beyond the government control such as outsourcing and offshoring, Immigration, average age of workforce service sector employment educational qualifications female employment workplace stress As well as declines in experienced carpenters in the future because of construction downturn 2007 to present; and business license income to government down because many small businesses are closing). (Chart 2.2 on page 96)

10. CHARLES HANDY Theorized about the Relationship between workers and organizations: Flexible workers Core workers Peripheral workers Relationship between workers and organizations

11. THREE CATEGORIES OF WORKERS: A worker’s relationship with an organization falls into one of three groups: Core workers are the highly qualified professional and managers who set and implement the objectives and strategies for the organization and understand how the company operates and they get things done. Peripheral workers represent the contractual fringe workers who provide services such as advertising, catering, and transport. They are paid for a particular job. Flexible workers do part-time, temporary and seasonal work.

12. Section 2.1- Human Resources Planning Vocabulary LayoffWorkforce Plan BuyoutOccupational Mobility of Labour-c Early RetirementGeographical Mobility of Labour-c Shift WorkInternal Recruitment-c RedundancyExternal Recruitment-c Teleworking; TelecommuteWorkforce Audit-c HomeworkingAppraisal (Annual Review; Perf. Eval) In-houseIndustrial Tribunal Contract of EmploymentFlextime SackedUnfair Dismissal

13. ORGANIZATION STRUCTURES AND COMMUNICATION SECTION 2.2 DEFINITION: THE INTERNAL FORMAL FRAMEWORK OF A BUSINESS THAT SHOWS THE WAY IN WHICH MANAGEMENT IS ORGANIZED AND HOW AUTHORITY IS PASSED.

14. Formal Organization: > Features a “Delegation”: passing authority to a subordinate in the managers span of control. Each level of management will have written or unwritten rules that outline what is done at each level. Informal Organization: >No rules and >Does not officially exist TWO WAYS TO ORGANIZE THE STRUCTURE:

15. LEVELS OF HIERARCHY: THE RANKING OF PEOPLE IN AN ORGANIZATION. IT CAN LINK PEOPLE DIRECTLY OR INDIRECTLY, OR VERTICALLY OR HORIZONTALLY. FLAT ORGANIZATIONS Larger Span of Control and Fewer Levels. Owner/Manager TALL ORGANIZATIONS Small Span of Control and Many Levels (Chain of Command) CChCh

16. COMMUNICATION FORMAL AND INFORMAL Formal communication is processed through a formal structure ie: Memos Reports IT Informal communication is with no formal structure ie: volunteer organizations that may not have processes developed. BARRIERS TO EFFECTIVE COMMUNICATION: Language Overload (too many emails!) Noise Emotion Sensitivity to Receiver Inconsistent Messages Gap Specialist Knowledge

17. NOW, PLEASE READ AND COMPLETE THE CHALLENGER CASE STUDY WITH QUESTIONS ON PAGE 111-112. DUE FRIDAY, FEB. 24TH

18. 2.2 Organizational Structure/Communication Vocabulary Words SubordinateOffshoring Levels of HierarchyFederalism Chain of CommandDelegation Decentralization (site-based)Organizational Chart OutsourcingSpan of Control

19. MOTIVATIONSECTION 2.4

20. TO BE COMPLETED…

21. 2.4 Motivation Vocabulary Words MaslowEmpowerment TaylorTeamwork HerzbergIntrinsic Motivation Motivation TheoryExtrinsic Motivation McGregor-Theory X; Theory YHygiene Factors WagesMotivating Factors SalaryPerformance Related Pay CommissionJob Enlargement Profit SharingJob Enrichment Fringe Benefits