1. Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 1 Chapter 11 Human Resources Management with Duane Weaver

2. Outline for Today The importance of Human Resource Management (HRM) The HRM Process Selecting – Interviewing Skills and Practice Overview of Environmental Factors affecting HRM Managing HR Staffing Overview and Exercise Selection Process and Devices Orientation Performance and Compensation Contemporary HR Issues Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 2

3. Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 3 The Importance of Human Resources Management (HRM) Necessary part of the organizing function of management –Selecting, training, and evaluating the workforce An important strategic tool –HRM helps establish an organization’s sustainable competitive advantage. Adds value to the firm –High performance work practices lead to both high individual and high organizational performance.

4. Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 4 Exhibit 11.2 The Human Resources Management Process Environment Decruitment Recruitment Human Resource Planning Selection Orientation Training Performance Management Career Development Compensation and Benefits Identification and Selection of Competent Employees Adapted and competent employees with up-to-date skills and knowledge Competent and high-performing employees who are capable of sustaining high performance over the long term 1. Identifying and selecting 2. retains competent employees 3. knowledge and skills

5. Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 5 The HRM Process Functions of the HRM Process –Identifying and selecting competent employees –Providing employees with up-to-date knowledge and skills to do their jobs –Ensuring that the organization retains competent and high-performing employees Let’s look deeper at selecting – interviewing skills…

6. Selecting - Interviewer Skills “Being an effective manager requires good selection skills. Today we will learn how to become a good interviewer” What are some of the questions NOT to ask interviewees? –Take 3 minutes to write down as many as you can remember. –Be prepared to share some with the class Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 6

7. Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 7 Selecting – INTERVIEW SKILLS: Questions Not to Ask Job Candidates About name changes; maiden name For birth certificate, baptismal records, or about age in general About pregnancy, child bearing plans, or child care arrangements Whether applicant is single, married, divorced, engaged, separated, widowed, or living common-law About birthplace, nationality of ancestors, spouse, or other relatives Whether born in Canada For photo to be attached to application or sent to interviewer before interview About religious affiliation, church membership, frequency of church attendance Whether the applicant drinks or uses drugs Whether the applicant has ever been convicted Whether the applicant has ever been arrested Whether the applicant has a criminal record About the applicant’s sexual orientation Sample Questions Taken from Exhibit 11.8

8. Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 8 Selecting –Tips for Managers: Some Suggestions for Interviewing Structure a fixed set of questions for all applicants. Have detailed information about the job for which applicants are interviewing. Minimize any prior knowledge of applicants’ background, experience, interests, test scores, or other characteristics. Ask behavioural questions that require applicants to give detailed accounts of actual job behaviours. Use a standardized evaluation form. Take notes during the interview. Avoid short interviews that encourage premature decision making. Source: Based on D.A. DeCenzo and S.P. Robbins, Human Resource Management, 7th ed. (New York, Wiley: 2002, p. 200)

9. Interviewer - Practice Conducting an Interview –Consider job description –Identify key questions to ask –During the interview: 1.Make the interviewer comfortable (rapport building) 2.Discuss the purpose and structure of the interview 3.Ask your questions 4.Close the interview – ask if there are any questions you have not asked and inform them of the next step (follow up after the interview) Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 9

10. Selecting – Interviewing Skills Let’s Practice! Please get into teams of three. Follow the directions on page 334 of your text, Practice: Interviewing (Observers to report findings to class) Timing: –Team develops 5 questions (10 minutes) –Exchange with another team –Determine who will be interviewer, interviewee, and observer –Interview time (10 minutes maximum) Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 10

11. Selecting – Interview Skills Observers - summarize your findings: –What types of questions worked well? –Were there any inappropriate questions? –How comfortable was the interviewer? –How comfortable was the interviewee? –From this experience, describe what might work better next time? Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 11

12. Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 12 Selecting – Interviewing Skills Summary Review Job Description Select appropriate questions –Be wary of local laws –Be wary of discriminating questions –Focus on job skills and ability to perform as needed –Use appropriate open and closed-ended questions (W5) Make a comfortable environment for the interviewee Describe the interview process Close the interview allowing for questions from interviewee and description of next steps Source: Based on D.A. DeCenzo and S.P. Robbins, Human Resource Management, 7th ed. (New York, Wiley: 2002, p. 200)

13. Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 13 Environmental Factors Affecting HRM Labour Union Collective Bargaining Agreement Legislation Affecting Workplace Conditions Antidiscrimination Legislation

14. Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 14 Managing Human Resources Human Resources (HR) Planning –The process by which managers ensure that they have the right number and kinds of people in the right places, and at the right times, who are capable of effectively and efficiently performing their tasks Human Resources Inventory –A review of the current makeup of the organization’s resources status –HR Management Information Systems (HRMIS) –Job analysis Description –A written statement of what the jobholder does, how it is done, and why it is done Job Specification –A written statement of the minimum qualifications that a person must possess to perform a given job successfully

15. Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 15 Staffing the Organization Recruitment –The process of locating, identifying, and attracting capable applicants to an organization Decruitment –The process of reducing a surplus of employees in the workforce of an organization

16. Recruiting and Decruiting Exercise Please get into your teams. –Identify two forms of recruiting and explain when this is best used, provide an example from someone’s experience (if you can) of when it was or should have been used. –Identify two forms of decruiting and explain when this is best used, provide an example from someone’s experience (if you can) of when it was or should have been used Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 16

17. Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 17 Exhibit 11.4 Major Sources of Potential Job Candidates

18. Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 18 Exhibit 11.5 Decruitment Options

19. Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 19 Selection Selection Process –The process of screening job applicants to ensure that the most appropriate candidates are hired Selection –An exercise in predicting which applicants, if hired, will be (or will not be) successful in performing well on the criteria the organization uses to evaluate performance Validity (of Prediction) –A proven relationship between the selection device used and some relevant criterion for successful performance in an organization »High test scores equate to high job performance; low scores to poor performance Reliability (of Prediction) –The degree of consistency with which a selection device measures the same thing »Individual test scores obtained with a selection device are consistent over multiple testing instances

20. Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 20 Types of Selection Devices Application Forms Written Tests Performance Simulations Interviews Background Investigations Physical Examinations

21. Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 21 Orientation and Skill Development Bringing a new employee into the organization –Work-unit orientation Familiarizes new employee with work-unit goals Clarifies how his or her job contributes to unit goals Introduces employee to his or her co-workers –Organization orientation Informs new employee about the organization’s objectives, history, philosophy, procedures, and rules Includes a tour of the entire facility

22. Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 22 Managing and Rewarding Performance Performance Management System –A process establishing performance standards and appraising employee performance in order to arrive at objective HR decisions and to provide documentation in support of those decisions Written Essays Critical Incidents Graphic Rating Scales Behaviourally Anchored Rating Scales (BARS) Multiperson Comparisons Management by Objectives (MBO) 360-Degree Feedback

23. Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 23 Exhibit 11.14 Factors That Influence Compensation and Benefits Sources: Based on R.I. Henderson, Compensation Management, 6 th ed. (Upper Saddle River, NJ: Prentice Hall, 1994), pp. 3–24; and A. Murray, “Mom, Apple Pie, and Small Business,” Wall Street Journal, August 15, 1994, p. A1 Level of Compensation and Benefits Employee’s Tenure and Performance Size of Company Kind of Job Performed Company Profitability Kind of Business Geographical Location Unionization Management Philosophy Labour- or Capital-Intensive How long has employee been with company and how has he or she performed? Does job require high levels of skills? What industry is job in? Is business unionized? Is business labour- or capital-intensive? How large is the company? How profitable is the company? Where is organization located? What is management’s philosophy toward pay?

24. Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 24 Performance Top 10 Job Factors for College Graduates (ranked in order of importance) 1. Enjoying what they do 2. Opportunity to use skills and abilities 3. Opportunity for personal development 4. Feeling what they do matters 5. Benefits 6. Recognition for good performance 7. Friendly co-workers 8. Job location 9. Lots of money 10. Working on teams Source: Based on V. Frazee. “What’s Important to College Grads in Their First Jobs?” Personnel Journal, July 1996, p. 21.

25. Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 25 Tips for Managers: Some Suggestions for a Successful Management Career

26. Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 26 Contemporary HRM Issues Managing Downsizing Managing Workforce Diversity Sexual Harassment Work-Life Balance

27. Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 27 Thanks