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HR > HR MIDTERM > Flashcards

HR MIDTERM Flashcards

1
Q

HRM

A

Human Resource Management:

An integrated set of processes, in an organization that focuses on the effective deployment and development of employees in support of the organization’s strategy and objectives.

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2
Q

The evolution of HRM

A

Purchasing -> Labour relations -> Personnel -> HR -> Strategic HR

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3
Q

What does HR do?

A 
o	Job analysis and design 
o	Recruitment 
o	Selection 
o	Training 
o	Development 
o	Performance management 
o	Compensation 
o	Discipline 
o	Separation
  • Decision making: hiring decisions, like other decisions, must be based on real criteria related to the job and the needs of the firm
  • Revisit assumptions you may have about members of groups (ex. Watch yourself for bias and stereotyping)
  • Discrimination and the hiring stage (and beyond)
  • Conflicting interests between employees; between firm and employees; sometimes between short and long-term goals of org
  • Interviewing: think carefully about what you share in your interview and at recruiting events
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4
Q

HR professional vs. Line Manager

A

HR professional

  • Align HR strategies with business strategies
  • Internal consulting
  • Talent and workforce planning and management
  • Develop systems and policies
  • Deliver some services
  • Manage culture and change

Line Manager

  • Determine work and job design
  • Make hiring/firing decision
  • Coach train and develop employees
  • Manage correct, review performance
  • Some compensation
  • Some planning
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5
Q

Traditional conception of HR work

A
  1. Strategic – ex. Succession planning
  2. Tactical – ex. Filling vacancy, identifying people who need training
  3. Transactional – payroll, filing request for leaves, benefits
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6
Q

Positioning HR in the value chain

A

within the profit margin, under supporting activities (with infastructure, technology development, procurement)

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7
Q

Key forces for change and focus:

A
  1. Global economy
  2. Changes in firms and business sectors
    a. Downsizing- planned elimination of jobs
  3. Technology and quality
  4. Sustainability
  5. Developing HC and talent management
  6. Demographic and employee concerns
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8
Q

Six Sigma

A

Process used to translate customer needs into a set of optimal tasks performed after each other

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9
Q

Benchmarking

A
  • Finding the best practices in other organizations that can be brought into a company to enhance performance
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10
Q

What does HR have to do with Organization strategy? (Strategic HR)

A
  1. Contributes to organization strategy formulation
  2. Develops HR strategy that aligns with business strategy
  3. Manages talent to support organization strategy
  4. Human capital as competitive advantage
  5. HR as competitive advantage
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11
Q

HR alignment decisions:

A 
o	Organization structure 
o	Policies, processes 
o	Work design 
o	HC development, engagement 
o	Inclusivity 
o	Workforce planning 
o	Organization culture 
o	Change
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12
Q

National CHRP Certification Requirements

A
  • The CHRP designation represents a commitment to a national standard of excellence, set a benchmark for effective human resource practices, and emphasizes the strategic role of human resource management in business. You must meet the following qualitifcaitons
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13
Q

Case: An indiscreet conversation on Hiring

A

Women – best candidate, relevant experience, and good education
Men – less likely to take paternity, Canadian knowledge
Employer responsibilities
- Cannot discriminate based on gender or age or family status
Job Problem Re-visited
1. Strategic – fill position with long-term cost/benefit analysis and business objectives in mind
2. Tactical – fill position with short term cost/benefit analysis in mind
3. Transactional – hire and train, don’t break the law

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14
Q

Canadian Legal Framework

A
  1. Constitutional Law – Supreme law of Canada; includes the charter of Rights and Freedoms
  2. Statutes or Acts - legislation made by government
  3. Case or Common Law – judge-made law
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15
Q

Canadian Constitution

A

The supreme law of Canada
o Comprised of enactments (acts) and amendments
o Political principles and system of government
o Institutions
o Power and responsibilities of the state
o Civil rights (Charter of Rights and Freedoms)

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16
Q

Relevant Charter Sections

A
  • Fundamental Freedoms: (2) Everyone has the following fundamental freedoms…a) of conscience & religion; b) of thought, belief, opinion, expression; c) of peaceful assembly; d) of association
  • Mobility Rights: (6.2.a)… right to pursue the gaining of a livelihood in any province
  • Equality Rights: (15.1 and 15.2)… Everyone is equal before and under the law and has the right to the equal protection and equal benefit of the law without discrimination…. Except where discrimination ameliorates situation for historically oppressed…
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17
Q

Charter of Rights and Freedoms: Section 15

A
  • (1) Every individual is equal before and under the law and has the right to the equal protection and equal benefit of the law without discrimination and, in particular, without discrimination based on race, national or ethnic origin, colour, religion, sex, age or mental or physical disability
  • (2) Subsection (1) does not preclude any law, program or activity that has as its object the amelioration of conditions of disadvantaged individuals or groups including those that are disadvantaged because of race, national or ethnic origin, colour, religion, sex, age, or mental or physical disability
  • The charter applies only to government acts and conduct but:
    o ALL LAWS AND DECISIONS PASSED AT ANY LEVEL OF GOVERNMENT MUST CONFORM WITH THE CONSITITUTION (and the charter is part of the constitution)
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18
Q

A legal framework for Employment

A
  • Human Rights Laws: Statutory, but considered quasi-constitutional

Regulatory Regime
- Legislation made by government, includes Human Rights

Common Law Regime
- Judge-made law, including contracts and torts

Collective Baraining Regime
- Rules regarding collective action

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19
Q

(ON) human rights code: employment-related protected grounds

A
  • Age, Ancestry, colour, race, citizenship, ethnic origin, place of origin, creed, disability, family status, marital status (including single), gender identity, gender expression, record of offenses*, sex (including pregnancy and breast-feeding), sexual orientation
  • *Can’t discriminate if you have a pardon
  • *Also cannot discriminate against provincial level offenses that do not relate to the job (ex. Speeding tickets)
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20
Q

Human Right Law protect against discrimination

A

Direct
rule, practice, preference, restriction that on its face treats a person differently or unequally based on a prohibited ground. Ex. Married man wanted for…

Adverse Affect
rule, practice, preference, restriction that is neutral on its face, but which inadvertently or indirectly operates in a manner that discriminates. Ex. You must be 5’10 to apply… *discriminates against women, ethnic groups

Systemic
unintentional discrimination arising from pattern of behaviour that is rooted in established stereotypes, attitudes and value systems that perpetuates the relative disadvantage of a protected group
E.g. relationships/deals formed on the golf course…*discriminates against family status, religious groups

By Association
: association, relationship, dealings with another person protected under code. Ex. Parent of disabled child overlooked for promotion….

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21
Q

OHRC: Defenses of prima facie discrimination

A
  1. Bona fide occupational requirement
    a. Reverse discrimination is giving preference to members of groups such that others feel they are the subjects of discrimination
  2. Special service organizations
  3. Nepotism (for or against)
  4. Medical/Personal/attendants/homeworker/domestic worker (in-home only) *person who owns the home can decide which type of person
  5. Special (affirmative action) programs
  6. Bona fide pension or insurance plans – ex. Young men pay more for insurance plans
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22
Q

Bona Fide Occupational Requirement (BFOR)

A
  • Does workplace standard that is prima facie discriminatory (directly or indirectly) qualify as a BFOR? Employer must establish:
    1. The standard, policy or practice was adopted for a purpose rationally connected to the job. Is it discriminatory on its face and is it a protected ground?
    2. The standard, policy or practice was adopted in honest and good faith belief it was necessary to fulfill legitimate work-related purpose. Go through test and is it needed for the job?
    3. The standard, policy or practice is reasonably necessary to fulfill that legitimate work-related purpose, and that it is virtually impossible to accommodate the employee without imposing undue hardship on employer. Can we accommodate w/o undue hardship?
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23
Q

Duty to accommodate:

A
  • Requirement that an employer must accommodate the employee to the point of “undue hardship”
    o Cost
    o Health and safety requirements
  • Principle of accommodation based on 3 factors
    o Individualization
    o Diginity
    o Inclusion
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24
Q

Job accommodation process

A
  • Four-step process for disability accommodation:
    1. Can employee fulfill their existing job as presently constituted?
    2. Can employee perform care aspects of existing job in modified form?
    3. Can employee fulfill duties of another job in present form?
    4. Can employee perform another job in modified form?
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25
Q

Limits to duty to accommodate

A
  • Supreme Court of Canada (2008):
  • “The test is not whether it [is] impossible for the employer to accommodate the employee’s characteristics. Although the employer does not have a duty to change working conditions in a fundamental way, it does have a duty, if it can do so without undue hardship, to arrange the employee’s workplace or duties to enable the employee to do his or her work. The test for undue hardship is not total unfitness for work in the foreseeable future. If the characteristics of an illness are such that the proper operation of the business is hampered excessively or if an employee with such an illness remains unable to work for the reasonably foreseeable future even though the employer has tried to accommodate him or her, the employer will have satisfied the test. The employer’s duty to accommodate ends where the employee is no longer able to fulfill the basic obligations associated with the employment relationship for the foreseeable future”
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26
Q

BFOR- a standard seems to have discriminating impact.

A
  • Exception to anti discriminatory laws
  • Firms get to “pass” and discriminate based on those requirements
  • Even though it comes with discriminatory element, it is ok.
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27
Q

Other grounds of discrimination

A 
-	Also protected in OHRC: 
o	Association 
o	Reprisal 
-	Bill 164 proposed new grounds: 
o	Immigration status 
o	Genetic characteristics 
o	Police records 
o	Social condition
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28
Q

UNDERSTANDING PRIVILEGE QUESTIONS

Process of appealing

A
  1. Inquiry and screening (launch a complaint)
  2. Early resolution and mediation
  3. Formal complaint
  4. Notification (contact employee to determine if complaint is valid)
  5. Mediation (bring ppl in)
  6. Investigation
    a. Conciliation
    b. Tribunal
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29
Q

Diversity Management

A

• Combination of organizational policies and practices that supports and encourages employees differences in order to reach business objectives

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30
Q

Statutory Law

A
  • A statute is a law passed by government (“legislation” or “act”)
    o Regulations are rules/orders imposed by administrators about HOW to implement Act
    o Bill 148
    o A “Bill” is an amendment to the law
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31
Q

Jurisdiction: Employment regulation in Canada

A 
Federal (about 10%) 
o	Aeronautics
o	Shipping and Navigation 
o	Railways 
o	Banks 
o	Interprovincial Bus and Transport Companies 
o	Communications (telephone, television, radio) 
o	Atomic Energy

*** Similarities - businesses that go across borders

Provincial (about 90%)
o All other areas of commerce and employment. Ex. 7-11, Canadian Tire, Mcdicks, Walmart

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32
Q

Jurisdiction: Some laws relating to employment (Federal)

A

Canadian Labour Code

Canadian Human Rights Act

Personal Information Protection and Electronics Documents Act (PIPEDA)

Employment Equity Act

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33
Q

Jurisdiction: Some laws relating to employment (Provincial)

A

Ontario Human Rights Code 1990

Employment Standards Act, 2000

Occupational Health and Safety Act, 1990

Pay Equity Act, 1990

Accessibility for Ontarians with Disabilities Act, 2005

Workplace Safety & Insurance Act, 1990

Labour Relations Act, 1995

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34
Q

(ON) Employment Standards Act, 2000

A

Minimum basic working conditions and obligations of employers
o Hours of work, scheduling, overtime, pay, records
o Vacation time and pay
o Leaves of absence
o Termination and severance
o Addresses specific issues: example wage deductions

Applies to most workers, and sets out exemptions

Bill 148 made significant amendments to the ESA (and other labour and employment laws)

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35
Q

(ON) occupational Health and Safety Act, RSO 1990

A

Governs employer responsibility for healthy and safe workplace

Bill 168: includes violence and harassment in health & safety legislation

Bill 132: Specific to sexual violence and harassment

Administered through government agency – ministry of labour

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36
Q

(ON) Labour Relations Act, 1995

A

Governs process and procedures between trade unions and employers, including certification, collective bargaining, job action, dispute resolution and decertification

Administered through Ontario Labour Relations Board

Federally regulated employees are governed by the Canada Labour Code

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37
Q

Accessibility for Ontarians with Disabilities Act, 2005

A

Designed to redress historical discrimination against persons with disabilities by developing accessibility standards an removing barriers:

Employer obligations:

  1. Let applicants know hiring process will be modified to accommodate disabilities if required
  2. Build accessibility needs into human resources practices
  3. Create written processes for developing individualized accommodation plans (large orgs only)
  4. Help persons with disabilities stay safe in emergencies
  5. Plan, design and train employees about/for accessibility
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38
Q

(On) Pay Equity Act, R.S.O. 1990 –applies to all employers 10 or more employees

A

Two principles:
o Equal pay for equal work
o Equal pay for work of equal value
o Pay equity also addressed in Bill 148 (ESA amendment)

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39
Q

(FED) Employment Equity Act

A

Federal legislation that focuses on employment of certain groups that have been historically disadvantaged; requires proactive measures to improve employment opportunities for:

  1. Women
  2. Visible Minorities
  3. First Nations
  4. Persons and disabilities
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40
Q

Special Case: Privacy

A
  • No absolute right to privacy in Canada, legislation is patchwork…
  • 4 main statutes generally focus on collection, use and disclosure of personal information collected by organizations:
    o Personal Information Protection and Electronic Documents Act (fed)
    o Freedom of Information and Protection of Privacy Act (ON)
    o Municipal Freedom of Information and Protection of Privacy Act (ON)
    o Personal Health Information Protection Act (ON)
  • Torts of “intrusion upon seclusion” and “public disclosure of private facts”
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41
Q

Special Case: Harassment

A
  • Harassment (general and sexual) protected in several places:
    o Human rights legislation (OHRC)
    o Occupational health and safety legislation (Bills 168 & 132)
    o Also a new tort of harassment in Ontario (tort: a wrongful act or an infringement of a right (other than under contract) leading to civil legal liability)
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42
Q

Judicial Framework: Enforcement

A
  • Administrative System:
    o Agencies conduct inspections, investigate complaints, make rulings, issue orders
    o Tribunals make decisions in specialized areas governed by statutes; quasi-judicial
    o Ex. Human Rights Tribunal of Ontario and Ontario Labour Relations Board
    ** Do this if your rights are violated
  • Court System:
    o Judicial review
    o Common Law issues
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43
Q

Consequences to employers for violating human rights

A

Typically, at least one order to:

  1. Compensate (possibly with interest) for pain, humiliation, injury to self-esteem, loss of health and welfare (25% of cases) - remedies getting larger
  2. Compensate (possibly with interest) for lost wages/salary (17%)
  3. Display Human Rights Code
  4. Stop unlawful conduct
  5. Hold human rights workshop/training
  6. Offer of employment/promotion
  7. Pay costs of complaint
  8. Others
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44
Q

Employee Types

A
  • Regular full-time employees
  • Regular part-time employees
  • Casual employees – ex. Supply teacher – people get called in to backfill (no specific regular hours)
  • Temporary workers – ex. Agriculture, seasonal
  • Interns: paid and unpaid
  • Contractors: dependent and independent
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45
Q

Regarding unpaid internships

A

You must be paid in Ontario (i.e. you are an employee) unless (all of):

o The training is similar to that of a vocational school
o Training is for benefit of the individual (ex. to gain skills)
o Employer derives little, if any, benefit from intern’s activities (firm can’t profit or benefit from unpaid labour)
o Intern cannot be promised full or part-time paid employment at end of internship (not a free probationary period for employers)
o Intern must be told they will not be paid

See ESA s.1(2) Person Receiving Training: Note unpaid internships are permissible if part of an authorized co-op program)

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46
Q

A spectrum of employment types

A

An employee or not an employee?

Independent Contractor: less tax, do not work for a wage, can terminate on commercially reasonably less notice

  1. Need a contract
  2. Contractor has control over how they do the work
  3. Make sure contractor works for various companies (economic dependence)
  4. Incorporated – whose business?
  5. Have their own tools

Where problems arise: end of employment, Canada revenue, contract worker wants benefits, when a contractor gets hurt and no one has been contributing to insurance

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47
Q

Braiden vs. La-Z-Boy

A
  • Employee or not?
  • Proper notice or not?
  • Employee/contractor relationship based on facts
  • Employee test (5 Factors)
    o Had his own car, tools, office space – besides this he was an employee
  • Notice Period
    o 1 week of notice for every year they have been working up to 8 weeks. (ESA minimum)
    o clause said that he was entitled to 20 weeks
  • Employer/Employee power imbalance
  • ESA minimums: termination and severance
  • Reasonable notice: 20 weeks
  • Bardal Factors: seniority, age, etc all play into getting more notice since finding similar employment is much harder at his age and work level.
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48
Q

Common Law

A

The body of law derived from judicial decisions, rather than from the constitution or statutes

Based on precedent (previous decisions)
o Can be binding or
o Can be persuasive

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49
Q

Employment Contracts

A

Three Elements:

  1. Offer
  2. Acceptance
  3. Mutual consideration
    - Contract complexity and length should be equal to the complexity of the job
    - Verbal contract is legitimate but it is hard to prove/enforce when issues come up
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50
Q

Sources of employment contract terms

A

Expressed Terms: terms stated in writing or explicitly agreed to orally

Ancillary terms: terms in ancillary documents that may be incorporated into the employment contract

Implied Terms: terms read into the contract by judges to fill voids in expressed contract terms – always in favour of the contractor

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51
Q

Some common expressed terms

A
  • Job description, remuneration, term of contract, termination clause, probationary period, relocation, benefits, ownership of intellectual property, restrictive covenants (read carefully – non-compete and restriction on clients), choice of law/jurisdiction, corporate policies, entire agreement clause, inducement – getting credit for experience, independent legal advice, severability
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52
Q

Some common implied terms

A

Employees have implied obligation to:
o Obey lawful orders of employer
o Cooperate in advancing employer’s commercial interests
o Not to compete and to protect confidential information
o Perform competently and safely
o Be honest
o Avoid lateness and absenteeism
o Avoid intoxication
o Avoid harassment
o Provide reasonable notice or resignation

Employers have implied obligations to:
o provide reasonable notice of termination of contract
o provide reasonably safe work environment
o treat employees with decency, civility, respect, dignity and to engage in fair dealing
o permit employees to report to work
o compensate employees for work performed

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53
Q

Employment contracts – Common enforceability issues

A 
o	Failure to meet minimum statutory standards 
o	Inequality of bargaining power 
o	Use of ambiguous language 
o	Obsolescence
o	Lack of consideration
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54
Q

FYI: Tort law and employment

A

Tort: a wrongful act done by one person to another for which there is a legal remedy

More common torts in employment 
o	Intentional infliction of mental suffering 
o	Assault and battery 
o	Intimidation 
o	Defamation 
o	Inducing breach of contract 
o	Negligence
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55
Q

TedTalk: What will future jobs look like?

A

“More and more things that look like science fiction and less things that look like jobs”

androids doing a lot of the work we are doing right now

more and more technology and less and less jobs “the new machine age”

the best economic news on the planet 1. Tech progress is what allows output to go up and prices go up and volume and quality go up (abundance) – exactly what we want our economic system to provide 2. We get freed up from drudgery and toil (we don’t have to do things we don’t want to do anymore

amazing new possibilities (craftsman’s and hobbyist are now innovators)

great flourishing

two challenges we are going to face:
o tough to offer your labour to an economy that is full of machines
o total wages paid out to the economy at an all-time low

need a large stable prosperous middle class – however middle class is under huge threat right now

inequality and polarization continue to go up

as we start to automate the economy – the lower class becomes less well-off and the richer just get richer.

Work saves a man from three great evils - Boredom vice and need

Encourage entrepreneurship, double down on infrastructure and ensure people get an education in the short term

Long term – guaranteed minimum income (associated with extreme left wing),

Social mobility is lower than northern euro countries

5 million Americans have been unemployed for more than 6 months

generate inequality instead of opportunity

the facts are getting out there and the changes in the economy are becoming very well known

awareness is going to sink in that things are going to be different – then we are off to the races – we know how to solve challenges

the plain facts of the machine age are becoming clear, and with this knowledge that people have, we are going to use them to create a good course into the challenging economy that we are about to be faced with in the near future

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56
Q

HR Functions

A
  • Job analysis and design
  • Recruitment
  • Selection
  • Training
  • Development
  • Performance management
  • Compensation
  • Discipline
  • Separation
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57
Q

Talent Management

A

Having the right people in the right place at the right time
The HR forecasting process
1. Identify organizational goals, objectives, plans
2. Determine overall demand requirements
3. Assess in-house resources
4. Determine net demand to be filled externally
5. Develop programs to ensure proper flows

58
Q

Matching HR strategy & business strategy

A
    • you need different sorts of employees in different hr practices and programs in order to achieve different organizational goals
59
Q

Determining employee types Questions

A
  • Which is the best type for an organization, and why? What should an org consider in deciding?
60
Q

Types of employee’s

A 
o	Regular full-time employees
o	Regular part-time employees
o	Casual employees
o	Temporary workers
o	Interns: paid and unpaid
o	Contract workers (dependent & independent)
61
Q

Job Analysis Information

A
  • Job descriptions
  • Job performance standards
  • Job design
  • Foundation for other HR functions (make decisions on hiring and compensation)
62
Q

Job

A

A group of related activities and duties

63
Q

Position

A

Specific duties and responsibilities performed by only 1 employee

64
Q

Work

A

Task or activities that need to be completed

65
Q

Role

A

Part played by an employee within an organization

66
Q

Process of job analysis

A

Where you get job information

  • employee
  • supervisor
  • online job profiles

How you obtain job information

  • questionnaires
  • interviews
  • dairies
  • observations

What job information is collected

  • tasks
  • duties
  • responsibilities
  • equipment used
  • skills required
  • knowledge required
  • experience required
  • working conditions
  • effort
  • job context
  • performance standards

Where the information goes
- written job descriptions (job titles, summary of job, job duties and responsibilities, job specification, standards of performance)

How information is used

  • recruitment
  • selection
  • performance management
  • training and development
  • health and safety
  • compensation
67
Q

traditional job description

A

A recognized list of functions, tasks, accountabilities, working conditions and competencies for a particular occupation or job
o Job title
o Summary of job
o Job duties (tasks and responsibilities; essential and desired)
o Job specifications (KSAOs) - Knowledge, skills, abilities, and other characteristics - duties in order to perform the job successfully

Also: relationships (who you will be reporting to), working conditions, authority (any reports they are responsible for), accountability, performance standards, outcomes, other duties as required? – If something else comes up that is unforeseen is technically not outside the job description of employees – employers have flexibility but can oftentimes take advantage of employees in this way

68
Q

Importance of a job description

A

o “It was an employment relationship that had failed and had no prospect of being rehabilitated because she persistently demonstrated an unwavering determination not to work within the requirements of her job description and the clear directions given to her by her supervisors” – BC adjudicator, 2010

69
Q

Design: what makes a good job?

A

not just what work needs to be done, but how to create a job that can be successfully done by workers. Ex. progress, education, precision, speed, timely, etc

70
Q

Considerations in job design

A

(The process of defining and organizing tasks, roles, and other processes to achieve employee goals and organizational effectiveness )

  • Organizational objectives
  • Industrial engineering
  • Ergonomics
  • Behavioural concerns
  • Job quality
71
Q

Job Growth

A

More jobs have been created in the last few months in Ontario – some concerns on how good these jobs are… overtime the amount of full time jobs that are available (high quality, usually pay better, benefits, etc) has decreased. There has been job growth in lower paying jobs and jobs in higher paying industries are not going as quickly

72
Q

Emerging issues in job design

A 
o	Empowerment and engagement 
o	Competency-based jobs 
o	Team-based jobs 
o	Living job description 
o	Job crafting
o	End of Jobs?
73
Q

Potential Job design strategies

A
  • Job rotation
  • Job enlargement
  • Leadership teams
  • Job enrichment
  • Job crafting
74
Q

Types of teams

A

Surgical teams
o Required coordinated interaction all members

Coaching groups
o Output of a group is the aggregation of members individual contributions

Face to face teams
o Complementary skills work together in real time

Leadership teams
o Includes all significant leaders who share responsibility for leading a large unit

Sand Dune teams
o Dynamic and fluid systems that change as business requirements change

75
Q

Competency-based approach - competencies as sets of knowledge, skills and behaviours necessary for the job:

A 
o	Problem-solving 
o	Communication skills 
o	Leadership and/or team skills
o	Thinking and analyzing 
o	Coping and adapting 
o	Representing and promoting 
o	Self-management 
o	Professional and technical skills 
o	Management skills
76
Q

competency-based approach: problem solving

A

Level 1: resolves straightforward or routine problems or issues, typically related to own job and escalates

level 2: resolves straightforward or routine problems or issues, typically related to own job or work unit

level 3: resolves moderately complex problems or issues

level 4: resolves complex, sensitive or contentions problems or issues

level 5: resolves the most complex, sensitive or contentions problems or issues

77
Q

HR planning steps

A

Step 1: forecast demand for labour

Step 2: determine supply of labour - external and internal

Step 3: identify the gap between demand and supply

Step 4: develop action plans to eliminate the gap

  • Oversupply
  • Shortage
78
Q

Recruitment meaning:

A

A set of activities and processes used to obtain sufficient pool of qualified people so that the organization can select the most appropriate people to fill its needs

79
Q

Recruitment Objectives:

A

Strategic: link candidate to the organization’s strategy and objectives

Technical: skills, credentials related to job performance

Operational: link candidate to needs of department, team

Cultural: fit with the organization, the organization culture and values

80
Q

Talent Acquisition

A

treat recruiting like marketing
innovate: who and where are you looking?
social media and talent communities
use data to improve quality and efficiency of hiring
maintain active and deep candidate bench

81
Q

branding (what attracts employee’s?) meaning

A

Employment branding is “internally and externally promoting a clear view of what makes a firm different and desirable as an employer.”

  • Interest value
  • Social value
  • Economic value
  • Development value
  • Application value
82
Q

Advantage and disadvantages of recruitment strategies:

A

Internal – less risky, fit with culture, loyalty increased, firms have info on employee KSAO, understating of weaknesses, less resources needed (lower costs, training, quicker), workers are motivated by internal

External – new, unbiased, new KSAO for the firm, not taking quality from elsewhere, marketing, good for a firm transition period/change

Informal (word of mouth; networks) – easy to implement, lowest cost, vetting, timely, diversity, passive, develop and nurture relationships, culture.
** be careful of access to opportunities and privilege

83
Q

Recruitment Methods (internal vs. external)

A

Internal:
o Through HR planning (tracking job movement)
o Succession planning; mentoring; sponsorship
o Internal job posting

External: 
o	Advertisements (newspaper, website, jobsites) 
o	Employment agencies 
o	Educational institutions 
o	Open houses and job fairs 
o	Unsolicited applications and resumes 
o	Professional associations and unions 
o	Recruiting clouds an de-recruiting 
o	Employee referrals 
o	Social networks and tools (new apps) 
o	Activities, competitions, events
84
Q

The 3 R’s of recruitment

A

Recruitment methods

Recruiter behaviours – warmth, competence, informative

Realistic job previews

85
Q

Common law issues for employers

A

Negligent misrepresentation in hiring
o Employer misrepresentations, such as overstating the benefits program, in an attempt to induce a candidate to take a job can have negative legal consequences.
o employers might make representations about a job or benefits at the hiring stage that later turn out not to be true.

Inducement
o a thing that persuades or influences someone to do something

86
Q

Some raises in person perceptions

A
  • Primacy and recency effects
  • Reliance on central traits
  • Implicit assumptions
  • Projection
  • Stereotyping
  • Prejudice
  • Halo effect
  • Similar-to-me effect
    • all these things can lead to discrimination (legal obligations and moral responsibilities)
87
Q

Misrepresentation by employee - grounds for dismissal if:

A
  • Goes to root of qualification
  • Inherent lack of honesty relevant to job
  • If minor misrepresentation, reasonable notice required
88
Q

selection meaning:

A

The process of choosing individuals who have relevant qualifications to fill existing or projected job openings.

89
Q

Selection as decision-making

A 
Identify the problem 
determine decision criteria 
develop altnerative solutions 
evaluate alternatives 
choose best solution 
implement solution 
monitor and evaluate
90
Q

Steps in the selection process (adapted)

A
  • Job design and posting
  • Application form/resume submission
  • Initial screening; short list
  • Some employment tests
  • Selection interview
  • Background & reference checks
  • Supervisory/second interview
  • Hiring decision and conditional offer
  • Some employment tests
91
Q

Selection: evidence of validity?

A

Is there a statistical relationship between a predictor and a criterion?

  • Criterion: some outcome associated with job success (ex. output, quality, sales, performance ratings, attendance, tenure)
  • Predictor: Something used to predict some outcome related to a job (ex. pre-employment tests, GPA, interview ratings, credentials, experience)
92
Q

Setting objective criteria and using data

A
  • The Moneyball approach
    Ex.
  • Investment Banker: High GPA correlated with success (strong analytical and mathematical reasoning measured by academic means)
  • Marketer: high GPA often not correlated with success (skills of creativity and innovation not predicted by success in academic environment)
93
Q

Generating applicant information

A

Relevance: information that is relevant to the work and candidate’s ability to perform the job

Reliability: the degree to which interviews, tests, and other selection procedures yield comparable data over time and alternative measures

Validity: The accuracy of measurement obtained by a test or other selection procedure
o refers to what a test measures and how well it measures it

94
Q

OHRC requirements for employment selection

A

Employment
- 23. (1) The right under section 5 to equal treatment with respect to employment is infringed where an invitation to apply for employment or an advertisement in connection with employment is published or displayed that directly or indirectly classifies or indicates qualifications by a prohibited ground of discrimination. R.S.O. 1990, c. H.19, s. 23 (1).

Application for employment
- (2) The right under section 5 to equal treatment with respect to employment is infringed where a form of application for employment is used or a written or oral inquiry is made of an applicant that directly or indirectly classifies or indicates qualifications by a prohibited ground of discrimination. R.S.O. 1990, c. H.19, s. 23 (2).

Questions at interview
- (3) Nothing in subsection (2) precludes the asking of questions at a personal employment interview concerning a prohibited ground of discrimination where discrimination on such ground is permitted under this Act. R.S.O. 1990, c. H.19, s. 23 (3).

95
Q

Pre-employment testing

A
  • Job skills
  • Intelligence/aptitude
  • Personality
  • Integrity
  • Medical/fitness/physical
  • Drug/alcohol
96
Q

Methods of Interviews

A

o One-on-one
o Panel or group
o Telephone, videoconference, skype
o Internet-based

97
Q

Question types in interviews

A 
o	Structured/unstructured 
o	Situational questions 
o	Behavioural description interview
o	Positon/industry specific (ex. case interviews) 
o	Skill/reasoning 
o	Direct/indirect
98
Q

Reference checks purposes:

A 
o	Reliability and validity 
o	Objectivity 
o	Negative indicators 
o	Liability vs. qualified privilege 
o	Second-order reference checks
99
Q

Google people operations - How to avoid biases and get best employee’s

A
  1. Clear criteria for selection
  2. Standards for success in selection process
  3. Close the deal
100
Q

Google people operations - example

A

Weighting criteria for job applicants (general cognitive ability, emergent leadership, Googleyness, role-related knowledge
* Having and using real criteria are the key to getting the best candidate and defending your decisions.

101
Q

Understanding performance (perf = f(AME)

A

Ability:

  • technical skills
  • interpersonal skills
  • problem solving skills
  • analytical skills
  • communication skills
  • physical limitations

Motivation:

  • career ambition
  • employee conflict
  • frustration
  • fairness/satisfaction
  • goals/expectations

Environment:

  • equipement/materials
  • job design
  • economic conditions
  • unions
  • rules and policies
  • management support
  • laws and regulations

Understanding Performance- Performance = f(ability x motivation x opportunity)

Ability
o	Technical and physical skills
o	Education and Training
o	Problem-solving and analytical skills
o	Interpersonal and communication skills
o	Natural talents
o	Potential
•	Motivation
o	Personal factors
o	Equity and justice perceptions
o	Job design and characteristics
o	Goals and expectations
o	Engagement 
o	Purpose
•	Opportunity
o	External environment
o	Rules, laws, policies, processes
o	Equipment and tools
o	Management support
o	Organization culture
102
Q

Perfomance management

A

is the process to plan, measure, review, monitor, document and discuss performance to further the success of employees and the organization

103
Q

Perfomance appraisal/review

A

more narrowly is “a formal process in an organization whereby each employee is evaluated to determine how he or she is preforming

104
Q

Why is performance management important to employees?

A

o Measure and clarify expectations, developmental purposes, compensation and pay for performance, admin decisions, legal compliance and documentations (paper trail)

Development, accomplishment, learning, motivation, compensation, self-evaluation, documentation, promotion, change, clarify, timely feedback, focused discussion (formalized)

105
Q

performance management system

A 
Clear performance expectations 
clear and specific objectives 
ongoing coaching and feedback 
performance reviews 
recognizing & celebrating performance 
Action plans for improvement
106
Q

Establishing individual performance metrics

A
  1. Results: what gets achieved, produced, done
  2. Behaviours: how the job needs to get done
  3. Traits: characteristics that achieve results
107
Q

Understanding performance measurement

A

Criterion contamination: elements that affect the appraisal that are not part of the actual performance (performance measures) ex. counting hours, baking goods,

Strategic Relevance: performance standards linked to organizational goals and competencies

Criterion deficiency: Aspects of actual performance that are not measured ex. teamwork and lack of appraisal, leadership role but manager does not see it

108
Q

Performance Management system:

A
  1. Validity
  2. Reliability
  3. Fairness
    * * when picking a performance metric, we need to make sure it is relevant
109
Q

Self-serving bias -

A

when you fail you blame on external, when you succeed you blame on internal

110
Q

Ineffective performance

A

organizational

  • insufficient training
  • unsupportive management
  • unclear reporting relationships

external

  • industry or economic decline
  • legal contraints
  • conflict between ethics and job demands

job concerns

  • unclear job requirements
  • problems with job
  • management-employee conflict
  • management-employee conflict

personal

  • marital problems
  • financial worries
  • immaturity
  • lack of motivation
  • incompetence
111
Q

coaching vs. counselling

A
  • Coaching: focuses on abilities – help improve and excel where they need to
  • Counseling: focuses on attitudes – deal with human problems ex. directing people to resources
112
Q

Traditional performance appraisal systems

A

Ranking, paired comparison, critical incidents, forced distribution, 360-degree feedback, management by objectives, graphic rating scales, behaviourally anchored rating scales

113
Q

Problems in performance management and appraisal

A

Manager issues: biases, dislike of process; lack of time and dedication

Organization issues: lack of commitment to process, training for managers, executive support; inappropriate systems

Measurement issues: no/wrong performance criteria; inability to measure or isolate employee impacts

Implementation issues: no plans for development; few ways to address problems

114
Q

New performance management priorities - Deloit (replace rank and yank with coaching and development)

A

o Link performance management with strategy and leadership
o Simplify process
o De-link performance scores and compensation
o Use to build skills
o Teach managers to give feedback
o Coach everyone, not just high potentials

115
Q

Deliotte’s new performance appraisal

A
  1. Given what I know of this person’s performance, and if it were my money, I would award this person the highest possible compensation increase and bonus
  2. Given what I know of this person’s performance, I would always want him or her on my team
  3. This person is at risk for low performance
  4. This person is ready for promotion today
116
Q

The learning value chain

A

Capability
o Enhance capability and intentionally, development of knowledge, skills attitudes

Transfer
o New behaviours, new tasks, improved performance

Business Results
o Enhanced performance improves business results. Better business/organization outcomes

Return on investment

117
Q

Training: The systems Model

A

Phase 1: Needs assessment
o Analyze training needs (organization, job, role, individual)
o identify training objectives and criteria

Phase 2: Design
o Pretest trainees
o Plan training content

Phase 3: Delivery
o Schedule and conduct training
o Monitor, validate and revise training

Phase 4: Evaluate
o Measure training outcomes: reactions, learning, behaviour, results
o Compare outcome to objectives and criteria

118
Q

Phase 1: Needs assessment

A

Organization Analysis
o Examine environment, strategies, and resources of the org

Task analysis
o Study tasks and duties involved in jobs- is the task being completed

Person analysis
o Identify gaps in specific individuals’ KSAOs

119
Q

Phase 2: Design the training program

A

Dales Cone of learning- People remember 10% of reading, 20% of hearing, 30% of seeing- 50% of see and hear, 70% of say and write- 90% of doing

  1. Training objectives
  2. Trainee readiness and motivation
  3. Principles of learning & teaching
    a. Goal setting
    b. Individual differences
    c. Active practice and repetition
    d. Whole-versus-part learning
    e. Meaningfulness of presentation
120
Q

Phase 3: Implement the training program

A 
instructional method *multi modal approach works best
•	In-house or external
•	Independent learning
•	Classroom
•	E-learning
•	On-the-job
•	Behaviour modelling
121
Q

Phase 4: Evaluate the training program

A
  1. Trainee reactions – this is the only factor easy to assess
  2. Extent of learning
  3. Behaviour
  4. Results
122
Q

Learning culture

A

• An organizational commitment to ongoing learning,a nd processes of sharing, support, communication
• A culture of learning happens when workplace leaders provide opportunities for learning in a supportive environment
• Emerges when
o Learning is framed positively and realistic expectations are set
o Management actions and behaviours are supportive
o Training mandatory when necessary balanced with optional training
o Measures in place to prevent decay
• Strong learning cultures are correlated to show significantly better organizational performance

123
Q

Training Transfer model

A

Learner characteristics

  • cognitive ability
  • self-efficacy
  • motivation

Intervention design

  • development of learning goals
  • adult learning principles
  • instructional methods and media
  • self-management strategies

work enviroment

  • strategic link of training
  • org climate and accountability
  • opportunity to perform
  • technological support
124
Q

Learning culture (way better performance (33%) - barriers to transferring

A 
•	Lack of managerial support
•	Inadequate resources
•	Lack of learning culture
•	Irrelevant training
•	No opportunity to train
•	No boosters or training updates
 ** leads to decay, relapse
125
Q

strategic compensation

A

• sStrategic compensation links compensation paid to employees to goals of organization

126
Q

Determining compensation through job eval

A
  • Process to determing of a job compared to other jobs
  • Internal Equity is a problem
  • Used to develop grades and ranges
127
Q

Stuff to consider for Raleigh and Rosse

A

How is SPH system a good performance metric
o What does it measure
o How is it linked to business strategy

How does it incent desired behaviours?
o What undesired behaviours does it elicit?

128
Q

some problems with regard practices

A
  • Want teamwork but reward individuals
  • Want innovative thinking but don’t allow mistakes
  • Development of people skills but stress technical achievements
  • Employee involvement and empowerment but have tight control over operations
  • Want long term growth but release quarterly earnings
  • Want commitment to total quality but stress shipment
  • Want candor but only report good news
129
Q

compensation issues

A
  • Minimum wage increase
  • Universal basic income
  • CEO compensation
  • Salary transparency
130
Q

Employee Discpline

A
  • Failure to discipline suggests behaviour is acceptable

* Delaying discipline makes it difficult to justify actions

131
Q

Fair and Just Disciplinary Process

A

1.Rules and regulations: Clear expectations of requirements and acceptable behaviour

  1. Progressive discipline: warning(s), suspension, termination
    a. Verbal warning
    i. Written warning
    1. Suspension
      a. Termination
  2. Procedural fairness: know case, be heard, judge fairly, give reasons
  3. Positive Discipline- a cooperative endeavor
    a. Employer does not impose discipline
    b. Employee takes responsibility for correcting their behaviour
132
Q

Termination occurs when employer

A
  1. Dismisses or stops employing an employee
  2. Lays employee off for period exceeding temporary layoff
  3. Constructively dismisses employee & employee resigns with reasonable period
133
Q

Dismissal without cause

A

In most jurisdictions, including Ontario, an employer may dismiss non-unionized employees without cause as long as it meets contract obligations and provides proper notice of termination or payment in lieu of notice

oEmployee standards set out minimum notice
 Statutory notice period minimums (1 week of pay/year -> 8 weeks)
 Can’t terminate employees for exercising rights under statutes
 Severance pay is compensation for long-term employees in certain organizations (5 years; 2.5 million payrool)
 Exceptions include mass terminations

oCommon law determines reasonable notice time
 Based on Bardal factors
• Length of service
• Employee’s age
• Character of position
• Likelihood of finding another employment

oContract sets out alternative termination provisions
 Clear termination provision
 An employer does not have a contract in place, common law entitlements apply- require generous provisions

134
Q

Dismissal With Cause: Just Cause

A

Just cause occurs when employee fundamentally breaches the employment agreement. Consequently, the employer no longer is bound by common law duty to provide reasonable notice

135
Q

Just cause requirements (non-union):

A 
o	Onus of proof
o	Progressive discipline
o	Proportionality
o	Contextual approach
o	Procedural fairness
o	No condonation
136
Q

Employees have implied obligations to: Just know a couple

A
  • Obey lawful orders of employer
  • Cooperate in advancing employer’s commercial interests
  • Not to compete
  • Protect confidential information
  • Perform competently
  • Be honest
  • Others
137
Q

Establishing Just Cause- 2 categories: problems related to i) job performance ii) misconduct

A
  • Incompetence
  • Incompatibility
  • Disobedience
  • Dishonesty
  • Insolence and insubordination
  • Off-duty conduct
  • Culpable absenteeism and lateness
  • Harassment
  • Intoxication
138
Q

Good Faith Dismissal

A

Point at which the employ employment relationship ruptures is the time in which employee is most vulnerable and hence, most in need of protection- the law encourages minimizing the damage (economic and personal) from dismissal

139
Q

Managing Termination

A
  • In unionized environments and some jurisdictions, just cause is required
  • Fairness and due process
  • Organization policy
  • Documentation
  • Acting in good faith
  • ADR and appeal process
140
Q

Wrongful Termination

A
  • Violated a relevant law
  • Violated employment contract
  • Violated own dismissal processes
  • Alleged, but did not show, just cause
  • Acted in bad faith

HR (2 decks)

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