Midterm Flashcards
HRM
dynamic and strategic set of systems, practices, and policies that focus on effectively developing employees.
key points act HRM
changes in one HRM practice often impact others (eg recruitment affects training needs)
9 major systems/ practices/ policies include
- promoting employee health and safety
- defining and designing work
- recruitment and selection
- orientation, training and development
5.performance management - reward and recognition
- rights and responsibilities
- labour relations
- International HRM
why HRM matters to employees
clear understanding of expectations and opportunities, access to training and development, policies that ensure safety and fairness
collab between managers and hr professional
manager: responsible for implementing Hr systems in their teams (hiring, performance review)
hr professional: equip managers with the tools and expertise needed to handle employee related challenges
Dr Hewitts approach to HR
values driven recruitment, employee engagement, collaboration
HRM challenges and trends
-globalization (expatriate programs, training on cultural difference)
-technological advancements (automated recruitment process, remote work…)
-diversity (more women, immigrants, indigenous…)
-economic challenges (labour costs: downsizing, outsourcing, flexible work models)
-covid 19 lessons
key demographics
by 2036, 34% of Canada workforce will be foreign born
baby boomer: traditional work ethic
gen x: value work-life balance
millennials: collaboration, purpose driven
gen z: digital natives, flexibility
HRM needs to emphasize training and ups upskilling immigrants
link between business strategy and HRM strategy
business Strat defines goals and hrm Strat ensures workforce can meet them
eg: customer service strategy (recruitment and training emphasizes interpersonal skills)
dei initiatives
diversity, equity, and inclusion strategies improves organizational performance
legal framework of HRM
federal laws cover 10% of workers (banks, airlines…)
provincial laws regulate employment standards, human rights, labor relations, and safety.
privacy laws (PIPEDA) protect employee data usage and disclosure
whistle blowing
reporting unethical practices is protected under the law
manager role in defining work
managers role: determine tasks to achieve goal, identify skills, design jobs to optimize effectiveness
job analysis
core to all HRM processes: recruitment, selection, training, performance management, health and safety, and compensation
job description includes
job title, reports to, date, summary, duties/ responsibilities, job specifications, performance standards.
job rotation
job enlargement
job enrichment
job crafting
rotation: employees learn new tasks by switching roles
enlargement: expand scoop of tasks
enrichment: adds higher level responsibilities
type of teams
-department teams (permanent)
-problem solving (come together to solve a problem)
-cross functional different departments collaborate
-virtual teams
-self managed teams (work in autonomy)
non traditional employment
gig work, remote work, hybrid models
steps in human resource planning
- forecast demand for labour
- determine labour supply
- identify the gap
- develop action plans
pros and cons of internal recruitment
pros
-Recognizes and rewards current employees.
-Improves morale, reduces turnover.
-Lower training/orientation costs.
cons
-Limited new ideas or diversity.
-May cause resentment if promotions are perceived as unfair.
-Lack of qualified internal candidates for specialized roles.
human resource planning
ensure the right people with the right skills are available to meet organizational goals
pros and cons of external recruitment
pros
-Brings new skills, ideas, and experiences.
-diversity and supports equity goals.
-Expands the talent pool for specialized positions.
cons
-higher costs (advertising, training, onboarding).
-Longer adjustment period for new hires.
-Less information on external candidates’ reliability and performance.
steps in selection process
- Application screening: Review forms and resumés to shortlist.
- Initial interview: Brief screening (phone or in-person).
- Employment tests: Assess cognitive abilities, personality, or skills.
- Structured interview: Gather consistent data across candidates.
- Reference checks: Validate background and performance.
- Hiring decision: Select and offer the role to the top candidate.
sources of info used for selection decisions
resumer, interviews, employment assessment, reference checks.
methods for employment interview
one-on-one
panel (many interviewers)
telephone
tech based
questions for employment interview
structured (pre defined)
behavioural (based on past experience)
situational (hypothetical scenarios)
motivational
employment assessment / test
- Aptitude tests: Assess learning capacity or skill acquisition (e.g., numerical or reasoning tests).
- Achievement tests: Measure current skills and knowledge (e.g., technical tests).
- Personality tests: Gauge traits like extroversion or agreeableness but may lack predictive reliability.
- Cognitive ability tests: Evaluate memory, reasoning, and problem-solving.
- Job sample tests: Replicate job tasks to assess practical ability.
- Physical ability tests: For roles with physical demands (e.g., warehouse work).
key decisions when making hiring decision
either
clinical approach: personal judgement
statistical approach: weighted criteria for objective decisions.
how to evaluate effectiveness of selection process using metrics
Yield ratios: Applicants progressing through each stage.
Cost per hire: Total recruitment expenses per hire.
Time to hire: Time taken from job posting to start date.
