Processes Flashcards
Acquisition (recruitment, selection, placement)
Acquisition
- process of attracting/recruiting right staff for roles in a (b)
- involves analysing:
→ internal env - (b)’s goals + culture e.g. growth etc
→ external env - economic conditions, influences etc
- Job analysis + design = required to meet needs of new positions - skills audit
- undertaken through interviews, observations + reports
- specifications + descriptions = developed + prepared for applications through external or internal recruitment
-have surpluses + shortages (lack of suitable applicant = not being able to fill position with appropriate skills)
Recruitment, Selection + Placement
- recruitment = process of locating + attracting right quantity + quality of staff to apply for employment vacancies or anticipated vacancies at the right cost
- selection = gathering info about each applicant + using info to choose most appropriate client
- placement = locating employee in a position that best utilises their skills to meet needs of the (b)
Development
- process of developing + improving skills, abilities + knowledge of staff through induction, training + further professional development
- effective development programs ensure that experienced + talented staff are retained
- confident in performing job + recognised for achievements = more motivated + satisfied
- enhance motivation + commitment to the (b) through promotion opportunities over longer-term
- major role of HR = establish effective T+D programs, train managers to implement them, + then evaluate programs to determine whether performance improved
Development (induction)
- induction program = introduces a new employee to the job, their co-workers, the (b) and its culture
- should:
→ Give employees a positive attitude to job + (b)
→ Build new employees confidence in job
→ Stress major safety policies + procedures
→ Help establish good working r/s’s with co-workers + supervisors
Development (training)
- aim = seek long-term change in employee’s skills, knowledge attitudes + behaviour to improve work performance in (b) - informal/formal, internal/external
- acquiring new skills + knowledge helps (b) adapt to change + gaining sustainable comp advantage
- (b)’s ability to remain competitive can be affected by the extent of training it offers
- lack of training could result in higher staff turnover rates as staff seek development in other (b)’s
- essential in overcoming (b) weaknesses, building on strengths + maintaining staff commitment
- effective programs include: assessing needs of individual, job + (b); determine objectives + process, considering internal + external influences, evaluating
Development (organisational development)
- deliberately planned, organisation-wide effort to increase an organisation’s effectiveness
- less hierarchical + flatter structure → allows employee’s to develop shared ideas + solutions = improve efficiency, effectiveness + response to customer needs
- use strategies to help motivate + retain talented staff including:
→ Job enlargement = increasing breadth of tasks in job
→ Job rotation = moving staff from one task to another over a period of time
→ Job enrichment = increasing responsibilities of staff
→ Job sharing = where two people share the same job
Development (Mentoring + coaching)
- used to motivate + develop staff with leadership potential
- mentoring = transfer knowledge + skills through succession planning - transfer (b) culture
- coaching = improving skills + performance, + helping individuals manage specific work roles more effectively → goal-orientated
Development (performance appraisal)
- process of assessing performance of an employee, generally against a set criteria of standards
- used to assess suitability for promotion + potential value to (b)’s success
- involves four main objectives:
1. To provide feedback from management to employees regarding work performance
2. To act as a measure against which promotion + pay rises can be determined
3. To help the (b) monitor its employee selection
4. To identify employees T+D needs
Maintenance
- focuses on processes needed to retain staff + manage their wellbeing at work
- involves looking after staff wellbeing, safety + health, managing communications effectively, + complying with industrial agreements + legal responsibilities
- ## Staff wellbeing is maximised through encouraging staff to participate in decision making
Maintenance (communication + workplace culture)
- effective workplace r/s’s depend heavily on strength of (b)’s communications systems
- Poor communication often reflected in workplace conflict + high staff turnover rates
- common methods of communication include regular team meetings, staff bulletins + newsletters, staff seminars, social functions, suggestion boxes, surveys
→ communications should always be constructive - recognition of staff achievement = critical in building a positive workplace culture
Maintenance (employee participation)
- improve communication, empower employees + develop their commitment to improving quality efficiency
- (B)’s benefit from employee experience + knowledge on job, + improvements they suggest are often critical to (b)’s competitiveness + success
- strategies: meetings, team briefings
Maintenance (benefits)
- May be monetary or non-monetary → determine staff retention
- typical benefits include: flexible working arrangement, paid training opportunities, travel allowances, health insurance, subsidised gym membership, company car
- Offering flexible + family friendly programs that support work-life balance = (b) more efficient + effective e.g. job sharing, flexible working hrs, work-from-home arrangements, family leave etc.
- Fringe benefits tax = tax employers must pay on certain benefits they provide to their employee
→ (B)’s must consider value of benefits in terms of staff retention + workplace culture as they are expensive
Maintenance (Legal Compliance + CSR)
- required by law to ensure that HR procedure + policies comply with existing legislation, including AD + SD legislations, OHS (high workloads), taxation
- lack of LC + CSR = high levels of staff stress, absenteeism, turnover → low productivity, low profits
→ major focus of maintenance: minimise exposure of (b) to risk by implementing range of proactive + preventative strategies in health + safety, AD + conflict resolution
Separation
- when an employee leaves a (b) - voluntary or involuntary
- voluntary separation = resignation, relocation, voluntary redundancy or retirement
- involuntary separation = contract expiry, retrenchment or dismissal
→ to avoid claims of discrimination + adverse effects on morale + productivity of remaining staff = managed carefully + in compliance with legislation, awards/ agreements - written warning, offer performance advice, probation period, provide support - redundancy = losing job when job or work no longer needs to be done
→ may occur due to closure of workplace site, completion of project, downturn in demand from customers, need to reduce staff due to financial difficulties - most awards + agreements have common provisions relating to termination, change + redundancy that cover matters including procedures for retrenchment, amount of notice or pay
Separation (Dismissal)
Dismissal
- summary dismissal = instant form of dismissal that applies to employees involved in gross or serious misconduct - stealing, drugs on premises, sexual assault
- FWC determine whether reasons were sound + well-founded
- can be based on poor performance, or redundancy due to organisational restructuring, a downturn in (b) or technological change making a job redundant
- employer must provide: written warning about poor performance, advice + support for improvement
- in redundancy must show: work no longer needed, no work available elsewhere in org
Unfair Dismissal
- dismissed + believe action = harsh, unreasonable, unjust
- FWC provides grounds for unfair dismissal claims for employees. FWC determines if unfair if it finds that:
→ employee was dismissed
→ dismissal was harsh, unjust or unreasonable
→ dismissal was not a case of genuine redundancy
- many avoided risk by hiring casuals, others have tightened contracts (included descriptions + probation)
- creates adverse publicity for (b) internally + externally → potential to lose customers
