Human Resources

Management
 Functions of HR
 Organizational structure
 Leadership and Management
 Motivation
 Organizational corporate culture
 Employee relations
  The strategic approach to the effective
Human Resource management of an organization’s workers so
that they help the business gain a competitive
Management edge.
 https://www.youtube.com/watch?v=o-LKhdu
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  Get the right number of people
 With the right:
 skills
 experience
Human Resource  competencies
Planning  In the right jobs
 At the right time
 At the right cost
  Changing demographics can affect
businesses:
 Birth rate
 Migration rate
 Retirement age
Demographics
 Unemployment
Affect Labor
Supply  Mobility of workers
 Flexibility of workers
 Education level of workers
 Women working/returning to work
 Aging population
  Occupational Mobility
Workers are willing and able
to move to different jobs
requiring different skills

 Geographical Mobility
Workers are willing and able
Labor Mobility to move to new regions
to take new jobs

 High levels of skill and home

ownership tend to make workers
IMMOBILE. Why?
  Forecasting the NUMBER of staff required
 Change in demand for product
 Staff productivity
 Business objectives

Workforce  Economic and business outlook

 Changes in employment law
Planning  Technological changes
 Historical trends
 Changes in employee skills available for hire
 Changing tastes in fashion
  Forecasting the SKILLS of staff required
 Keeping pace with technology
Production methods, complexity of machinery,
Workforce computer applications.

Planning  Flexible or multi-skilled staff

Recruit and train workers with more than one
skill to be applied in many ways.
  What is the nature of the job
vacancy?
Create a job description
 What skills are needed of the
applicant?
Create a person specification
 Advertise
Recruitment Include the job description
and person
specification
 Short list of applicants
Review CV’s (curriculum vitae –
type of resume)

 Conduct Interviews
  Induction Training
Given to all new employees
(introduces them to company
policies and procedures)
 On-the-Job Training
On-site job instruction. New
employee may be paired with
Training
an experienced employee
 Off-the-Job Training
Occurs off of the job
site. Includes college courses,
training centers, or from a
vendor.
  What is cognitive and behavioral training?
 How do they influence the productivity of the

Think !!!!!! business?

 Is it benefit for the employees or the
employers?
  Training is expensive.

Training &  Well-trained staff can be recruited by other

firms and leave for better paying jobs. This
Poaching is called “POACHING”
  Usually completed annually – 1 X per year
 An appraisal form is used.
 Employee and Manager discuss employee
performance.
 Employee and manager establish career plans

Appraisal of and skills to develop the employee.

 MBO – Management by Objective
Staff
Developing skills in and with
employee agreement that
furthers the objectives of the
company.
  Formative
 Summative
Appraisal  360 degree feedback
 Self-appraisal
  Employee is unable to perform job duties to
the standard required by the company
 Employee may have broken a condition of
employment
(example: failed random drug test)
Dismissal  Unfair dismissal may lead to lawsuits
 HR must assist employee with improvement
efforts before dismissal can occur to avoid
lawsuits for unfair dismissal
  A company policy of reducing expenditures
or redirecting focus to particular market,

Retrenchment product, or service to become more

financially secure.
(Downsizing)  This usually involves layoffs of employees
and restructuring expenses.
 Redundancy (Layoff)

 A workers job is no longer required by the company.

 A replacement employee will not be hired.
 Causes of redundancy:
 Job no longer required by the company
 Budget cuts
 Reduction in workforce
(RIF – Reduction in Force)
  Legally binding documents that outline the
employer & employee responsibilities during
the employment

Employment  Includes:
 Working hours
Contracts  Pay rate
 Vacation, sick, personal time
 Number days notice
  Portfolio Working: a work pattern that
involves a person working several
Charles employments simultaneously.

Handy  Reasons for change:

 Competitiveness in the global workplace

Portfolio  Cutting overhead labor costs

 Greater opportunity to outsource
Working  Changing social demographics allowing work-
from-home
 Advantages to Part-time/Temp Staff

Company Worker
Staff can work busy Ideal for some workers:
periods or not work slow students, parents with
periods young children, elderly
More staff available when Can combine more than
needed one job with different
companies
Staff can be “tried” Telecommuting offers
before offering full-time flexibility
contract
Staff can telecommute
 Disadvantages to Part-time/Temp Staff

Company Worker
More staff to “manage” Earn less than full-time
workers
Effective communication May be paid lower than
is more difficult full-time workers
Motivation is more Lower job security
difficult
Telecommuting can Less social contact when
produce lower telecommuting
productivity in workers
 Peripheral
Temporary
Part-time
Self-employed
Core VS
Peripheral
Workers CORE
Full-time
Permanent
 Handy
Shamrock Core

Peripheral Outsource
  Temporary employment
contract
 Contract that lasts for a FIXED
period of time
 Part-time employment contract
 Less hours per work than full time
(usually less than 40 hours per
week)
 Flexi-Time contract
Types of  Allows workers to be called on at
any time (busy times of day or
Workers seasons)
 Outsourcing
 Using an outside agency to perform
a business function (payroll,
marketing)
 Teleworking
 Working at home and keeping in
touch with the office via electronic
methods
  Out sourcing
 Off shoring
Other methods
 Re-shoring