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Human Resources
The “Social Contract”
• Capitalism and the free market revolve around the sale of labour.
• We work to get paid.
• OLD DAYS:
-Looking for a long-term career. Job security mattered.
• NEW AGE
-Selling to whoever is buying.
Social Contract
• The “Social contact” has changed.
• Importance for employees: Skills, responsibility, continuous learning,
mobility.
Importance for employers: Providing development opportunities, challenging
work assignments, resource support, incentive compensation.
BUILDING YOUR OWN BRAND
• Have a portfolio of skills.
• Protect your mobility.
• Take charge of your destiny
• Ask yourself:
• Who am I?
• What do I want?
• What have I done?
• What do I know?
• Add value to your organization
• What can I do?
• Why should someone hire me?
Valuing Human Capital
• Human Capital is the economic value of people with job-relevant abilities,
knowledge, ideas, energies, and commitments.
• Companies that want to succeed, companies that want the highest efficiency
and productivity, say things like:
• “People are our most important asset”
• “People make the difference”
• “People determine whether our company succeeds or fails.
Valuing Human Capital
• Multiple studies have shown:
Valuing Human Capital
• Diversity refers to a workforce that represents a wide range of difference.
• The best employers know that diversity has to be valued.
• Job-related talent is not restricted by things like:
-race
-gender
-religion
-relationship status
-sexual orientation
-ethnicity
Human Resource Management
• HRM is the process of attracting, developing, and maintaining a high-quality
workforce.
• In other words, organizations want to raise human capital the same way
they need to raise regular capital.
• HRM has become more important as economic environments change.
• There are HR programs in colleges and universities. These produce
specialists.
Human Resource Management
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Organizations put more importance in this because of:
Complicated laws,
Labour shortages,
An unstable economy,
Changing strategies
Changing personal values
New expectations,
Human Resource Management
• 1. Attracting a quality workforce – involves human resource planning as well as
employee recruitment and selection.
• 2. Developing a quality workforce – involves employee orientation, training and
development, and performance appraisal.
• 3. Maintaining a quality workforce – Involves career development, work-life
balance, compensation and benefits, retention and turnover, and labourmanagement relations.
Human Resource Management
• A good way of knowing that an organization cares about HR is when its HR
department is headed by someone who reports directly to the CEO.
• Ethics scandals have also contributed to making HRM more important in
today’s workplace.
Discrimination
• What do YOU think when you hear this word?
• Discrimination in employment occurs when someone is denied a job or job
assignment for reasons that are not job relevant. Here are the prohibited
grounds for discrimination in Canada, according to the Canadian Human
Rights Act.
Prohibited Grounds for Discrimination in
Canada
• Race or colour
• Religion
• Physical or mental
disability
• Age if 18-64/65
• Sex (includes pregnancy
and childbirth)
• Marital status
• Dependence on
drugs/alcohol
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Family status
Sexual orientation
National or ethnic origin
Ancestry or place of origin
Language
• Social condition or
origin
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Source of income
Political belief
Criminal conviction
Pardoned conviction
Discrimination
• Each province has a human rights commission that has the power to force
employers into action.
• They can force employers to hire the victim,
• They can demand compensation for lost wages
• They can demand damages for injury to feelings or self-respect.
Discrimination
• Employment equity is an effort to give preference in employment to
Aboriginals, women, visible minorities, and people with disabilities.
• Job Example
Discrimination
• Government departments have to follow these rules. So do private sector
employers who have to follow government legislation (Banks, broadcasters,
transportation companies).
• Are there criticisms of employment equity?
Discrimination
• What it does NOT do, is prevent employers from discrimination for Bona Fide
Occupational Requirements.
• These are legitimate requirements for a job.
• It is OK to deny a blind man a job driving a bus, because he is blind.
• It is OK to deny a woman in a wheelchair, a job as a lifeguard at a pool, because she
is handicapped.
• It is NOT OK to deny a black man a job driving a bus for being black.
Current Legal Issues in Human Resource
Management
• HR departments and organizations have to be aware of laws. A failure to
follow the rules can lead to fines.
• We will be talking about:
-Sexual Harassment
-Comparable Worth
-Independent Contractors
-Workplace Privacy
Let’s Talk About Interviews
• Race: No questions regarding race or colour are appropriate.
• Religion/creed: No questions regarding religion or observance of holidays are
appropriate. It is okay to ask if the shifts and days required will pose a problem.
• National origin: Not ok to ask about ethnic origin or nationality. It IS ok to ask
if they are allowed to work in Canada.
• Sex. No questions regarding orientation are appropriate.
• Marital status: May not ask about marital status or children. May ask if the
travel and overtime expectations for the position will pose a problem.
• Family planning: No questions regarding present or future plans are allowed.
• Age: May not ask an applicant’s age. May ask if they are between the ages of 18 and 65.
• Arrest: Inappropriate to ask if the applicant has ever been arrested. May ask if they have
ever been convicted of a crime (relevant to job performance) for which they have not
received a pardon.
• Birthplace: No questions regarding birthplace of parents or spouse.
• Disability: May not ask about specific disabilities. It is acceptable to ask if the applicant
has any condition that could affect their ability to perform the major requirements of the
job.
Current Legal Issues in Human Resource
Management
• Sexual Harassment is behaviour of a sexual nature that affects a person’s
employment situation.
• It is ANY behaviour that creates a negative environment, interferes with a
person’s ability to do a job, or interferes with their promotion potential.
• It is law to have a policy to deal with sexual harassment.
• Here are some examples.
Current Legal Issues in Human Resource
Management
• Comparable work is the idea that people doing jobs of similar importance
should be paid at comparable levels.
• This usually applies to the idea that men and women should be paid equal
money for equal work.
Current Legal Issues in Human Resource
Management
• Independent Contractors are hired on temporary contracts.
• They are not part of the organization’s permanent workforce.
• They are also not covered under basic employment standards
legislation.
• These are more common today then they have ever been.
Current Legal Issues in Human Resource
Management
• Workplace privacy is the right to privacy while at work.
• A good rule of thumb is, while you are at work, expect no privacy.
• If you are on company time or using company equipment, you should not
expect any privacy rights.
• Companies are legally allowed to protect themselves from waste, AND from
damage to their image.
Attracting a Quality Workforce
• Before an organization can begin attracting a quality workforce, they have to know
what they are looking for.
• A lot of organizations nowadays look less for particular skills/talents and more for
attitudes, behaviours, and beliefs.
• “You can do almost anything with a person who has the right basic instincts,
and you can do practically nothing with someone who doesn’t.”
Attracting a Quality Workforce
• There are three steps:
• 1. Human Resource Planning
• 2. Recruiting Process
• 3. Selection process
Human Resource Planning
• Human resource planning analyzes staffing needs and identifies actions to
fill those needs.
• STARTS with a review of the organization’s mission, objectives, and
strategies.
• This identifies the needs the organization needs to fill.
Human Resource Planning
• Job analysis – This action studies what is done in a job, when, why, where,
how, and by whom.
• Why is this done??
• So a job description can be written. Job descriptions are written
statements of job duties and responsibilities.
• Also useful for job specifications. These are the requirements for a job
-Education, experience, skills, etc.
The Recruiting Process
• Recruitment is a set of activities designed to attract a qualified group of
applicants.
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GOOD recruiting allows qualified candidates to find out about positions.
1. Organizations advertise an opening.
2. Potential candidates are contacted
3. Screening creates a list of qualified members.
The Recruiting Process
• External Recruitment is when an organization goes outside of a company
to hire employees.
• Ads on the radio, in newspapers, on websites, etc.
• Can create anger within an organization.
• Internal Recruitment is when an organization hires somebody who already
works in the company.
• Usually a procedure exists for advertising openings within the business.
The Recruiting Process
• External hiring:
-brings in new opinions, ways of looking at things.
-allows the organization to experience different/new experiences.
• Like this.
• Internal hiring:
-less expensive,
-employees performance records are established.
-builds loyalty and motivation.
The Recruiting Process
• Traditionally, when companies want to hire, they try to sell themselves.
• They talk about all the best things the company has to offer.
• This is called traditional recruitment.
• The modern way is called realistic job preview, where all information is
given. Candidate is told about good AND bad.
The Selection Process
• Selection is choosing who to hire from a pool of qualified job applicants.
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Depending on the job, there are different steps.
1. A form.
2. An interview.
3. Testing
4. Reference checks
5. Physical examination
6. Final analysis
The Selection Process (Testing)
• Testing should identify intelligence, personality, skills, or interests.
• They have to be:
-Reliable (giving consistent results)
-Valid (Shoe links to future performance)
The Selection Process (Reference Checks)
• Reference checks make sure the resume is correct.
• They also identify features of a person that cannot be found on the resume.
• A lot of people lie on resumes. Estimates range from 25% to 33% of all
resumes are faked.
The Selection Process (Physical Exams)
• Physical examinations are justified in a lot of cases, but employers have to be
careful. They are not allowed to discriminate.
The Selection Process (Final Decisions)
• After all the first steps, management has to decide who to choose.
• There should be discussion amongst everyone the decision will affect.
• “Good fits” will give a company long-term advantage, “bad fits” will create
problems.
Developing a Quality Workforce
• This step is training and development.
• Learning opportunities to gain job skills.
• Two types of training.
Developing a Quality Workforce
• On-the-job Training – Learning how to do the job, by doing the job.
• Involves:
-Coaching
-Mentoring
-Modelling.
Developing a Quality Workforce
• Coaching: Experienced workers give performance advice to the less experienced
person.
• Mentoring: New workers are assigned to experienced workers. These workers
provide advice, and serve as someone to go to with problems. “Shows them the
ropes..
• Modelling: Informal. Occurs when someone demonstrates the “right way to
act/behave.”