Part 1 Flashcards
KSAO:
Knowledge
Skills
Ability
Other characteristics
Business strategy:
A long-term plan of action that is designed to achieve a specific set of business goals or objectives.
- A strategy that composes a company’s competitive advantage.
- HR is now aligning HR strategies with the business strategy.
Evidence-Based HR:
Decision-making based on big data with the goal of optimizing HR practices and aligning them with business strategies (to achieve organizational goals).
Firm-specific human capital:
The unique knowledge, skills, experience, and abilities of an individual that are valuable to a particular firm and cannot easily be transferred to another company - developed through training and experience at the firm.
People analytics:
The use of data and analytics to inform and support decisions related to managing people and human resources within an organization.
Sources of competitive advantage (6):
- Innovation
- Cost (being very efficient with costs)
- Services (providing the best customer support before, during and after a transaction)
- Quality (companies being known for their quality)
- Branding (customer loyalty, perception of quality, differentiation, price premium [can charge a higher price because of the competitive advantage], a positive reputation)
- Network (differentiate themselves based on their network. For example: FaceBook)
Recruitment:
Identifying and attracting potential applicants.
Selection:
All the processes in selecting.
Choosing employees: An attempt to identify applicants that have the necessary knowledge, skills, abilities and other characteristics that will help the organization achieve its goals.
Workforce planning:
Determining how many employees with specific knowledge and skills are needed.
Training:
Training: Preparing employees for their jobs: Effort to enable employees to learn job-related knowledge, skills and behaviour.
Performance management:
Supporting employees’ performance: Ensuring that employees’ activities and outputs match the organization’s goals.
Employee & Labour relations:
Creating a positive environment.
Job analysis:
The process of getting detailed information about jobs.
Job design:
Defining the way work will be performed and the tasks that a given job requires.
Development:
Aiming to improve the knowledge, skills and behaviours of an employee to meet the challenges of a variety of new or existing jobs.
Productivity
The relationship between the outputs and inputs of an organization.
Internal Macro Forces
Organizational culture (core values, beliefs and assumptions shared by members).
External Macro Forces: Labour Market Issues
- Economic conditions (unemployment rate, minimum wage)
- Quality of the human capital (KSAOs)
- Labour union activity
External Macro Forces: Demographic Trends
Population growth (immigration)
Age
External Macro Forces: Tech, Social Media, AI
Moving from administrative HR to strategic HR.
Big data & HR analytics
LinkedIn & its impact on the labour market
Social media & HR
Gamification
AI & HR
External Macro Forces: Government Legislation
- Human Rights
- Pay equity and employment equity
- Occupational health and safety
- Employment standards
- Government-sponsored benefit plans
- Multiple jurisdictions across Canada
External Macro Forces: Globalization
- Extending business operations abroad (skilled labour is cheaper)
- More international competition
- Multinational corporations (conducting business around the world).
External Macro Forces: Precarious work
- Insecure jobs.
- Rise of the gig economy.
- Part of time work increasing.
External Macro Forces: Shift from manufacturing to service
Human Rights Legislation
Prohibits discrimination based on prohibited grounds.
Prohibited grounds: race/ color, age, religion, gender (including pregnancy), sexual orientation, marital status, ethnic origin (nationality), disability (mental or physical).
Direct discrimination:
Policies and practices that are clear discriminatory.
Indirect discrimination:
Policies or practices that appear neutral but are discriminatory against prohibited ground/s.
Failure to provide reasonable accomodation:
Failure to make existing facilities accessible (job restructuring, modified work schedule, acquiring or changing equipment).
Employer’s have a “duty to accommodate” until the point of undue hardship.
Bona Fide Occupational Requirements
Authenticity (usually protected): A necessary requirement for performing a job (its not a preference).
Possible to be specific on a prohibited ground when hiring if it is important for a core job task.
Customer preferences (sometimes protected)
A customer preference for a worker of a certain prohibited ground.
Concern for the welfare of employees (not protected).
Ex: Cannot prohibited pregnant women from completing certain duties.
Employment Equity Act:
- Applies only to federal employment
Its purpose is to eliminate employment barriers for these four classes: Women, members of visible minorities (non-Caucasian), aboriginal peoples, persons with disabilities.
Employment Standards Act
A provincial legislation
Sets the minimum working conditions: minimum wage, maximum working hours, overtime, vacation, leaves of absences, and dismissals/ termination.
Reasons for termination:
- Employee - misconduct, duties are performed unsatisfactorily = there is not period of notice and no compensation.
- Economic factors - making it unprofitable to retain an employee = there is a period of notice or compensation.
Dismissal and the Employment Standards Act
When an employer terminates an employee without cause (not due to misconduct or unsatisfactory performance) then a reasonable notice or compensation in lieu of notice is necessary. Varies from province to province.
Constructive Dismissal:
When an employer fundamentally changes the terms and conditions of employment.
Equivalent to dismissal without a just cause. If employees do not accept it = period of notice or compensaton may be required.
Health and Safety Legislation
Prevents workplace illness and accidents.
1. Employees have the right to refuse work. They cannot when it “directly endanger(s) the life, health or safety of another person.
2. The Right to Participate in workplace health and safety activities.
3. Right to Know about actual and potential dangers.
Harassment:
Any unwanted physical or verbal behaviour that offends or humiliates.
Harassment is prohibited under the Human Rights Legislation.
Sexual Harassment:
Unwelcome behaviour that is of sexual nature or related to person’s sex or gender identity.
Sexual Harassment: Quid pro quo
Place a condition of sexual nature on employment opportunities (promotion, training etc).
Sexual Harassment behaviours that create a poisoned work environment:
Derogatory language/ comments towards women.
Sex-specific derogatory names.
Inappropriate staring.
Displaying or circulating pornography, and other sexual images.
Unnecessary physical contact, including unwanted touching.
Rough or vulgar humour related to gender.
Spreading sexual rumours.
Suggestive or offensive remarks about members of a specific gender.
Bragging about sexual prowess (skill).
Questions or discussions about sexual activities.
Paternalistic behaviour based on gender that undermines their status or position of responsibility.
Sexual Harassment: Solutions
- Clear policies of zero tolerance communicated to employees.
- Increase the representation of women, people of colour and other minorities in all levels of management.
- Hold managers and employees accountable for harassment in a fair manner.
- Be aware of factors that increase the possibility of sexual harassment: power disparities, isolates or a centralized workplace, and important and powerful employees who believe that the rules do not apply to them.
Job analysis:
