Promoting Work/Life Balance

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Promoting Work/Life Balance
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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HR must drive organizational performance; it’s
the competitive edge
 Matching process
 Integrate strategy
 HR builds culture
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The right people:
 To become more competitive on a global basis
 For improving quality, innovation, and customer
service
 To retain during mergers and acquisitions
 To apply new information technology for ebusiness
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Strategic decisions are related to human
decisions
 More companies rely on information,
creativity, knowledge, and service
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Human Capital is the economic value of
the combined knowledge, experience,
skills, and capabilities of employees
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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HR managers must stay on top of legal and
regulatory environment
 Many laws exist to ensure equal opportunity
and stop discrimination
 Discrimination – The hiring or promotion of
applicants based on criteria that are not
job relevant
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© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Affirmative action – Requires employers to
take positive steps to guarantee equal
employment opportunities for people of
protected groups
 Sexual harassment is a growing concern
that is a violation of the Civil Rights Act
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© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Employees operate under a new social
contract
Downsizing, outsourcing, rightsizing, and
restructuring have left little stability
Subsidized benefits are decreasing
Employees are expected to be self-motivated
Organizations must be creative with training
and development
New performance appraisal processes are
required
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Becoming an Employer of Choice
Organizations that are highly attractive to
potential employees because of HR
practices
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Using Temporary and Part-Time Employees
Contingent workers are not permanent,
maintain flexibility, and keep costs low
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Promoting Work/Life Balance
Critical retention strategies
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Helping workers lead a balanced life
 Part-time work and telecommuting
 Flexible scheduling
 Gen Y/Millennials demand more work/life
balance
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© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Using the matching model, the organization
and the individual attempt to match the
needs, interests, and values that they offer
each other
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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What new technologies are emerging?
What is the volume of the business likely to be
in the next 5 to 10 years?
What is the turnover rate?
What types of engineers will we need?
How many administrative personnel will we
need to support additional engineers?
Can we use temporary, part-time, or virtual
workers?
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Assessing Organizational Needs:
Job analysis: Systematic process of
gathering information about the
responsibilities of a job
Job description: Summary of the duties of a
job
Job specification: Characteristics required to
perform the job
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Realistic Job Previews – Provide pertinent
information; positive and negative
 Legal Considerations – Recruiting practices
must be legal
 Innovations in Recruiting:
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eRecruiting through Twitter, LinkedIn, and
other social media
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Internships – Student exchanges low cost
labor for valuable work experience
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Employers assess applicants for a “fit”
HR professionals us a combination of devices:
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Application Form
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 Avoid irrelevant
 Cognitive ability tests
 Physical ability tests
 Personality tests
 Brain teasers
questions
 Avoid questions with
adverse impact
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Interview; cannot violate
EEO guidelines
 Structured interviews
 Biographical interviews
 Behavioral interviews
 Situational interviews
 Panel interviews
Employment Tests
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Assessment Center
 Work sample tests
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Online Checks
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in19
whole or in part.
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Training and Development
 On-the-Job Training
 Social Learning
 Corporate Universities
 Promotion from Within
 Mentoring and Coaching
Development involves teaching broader skills
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Performance Appraisal
 Evaluating performance, recording assessment,
and providing feedback
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Assessing Performance Accurately – system
should evaluate relevant performance
Performance-review ranking systems pit
employees against each other
360-degree Feedback – Uses multiple raters,
including self-rating to appraise employees
and development
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Performance Evaluation Errors
Stereotyping – Placing an employee into a
class or category based on a few
characteristics
Behaviorally Anchored Rating Scale (BARS) –
Rating technique that relates an employee’s
performance to specific job-related
incidents
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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All monetary payments and all goods or
commodities used to reward employees
Wage and Salary Systems
Job-based pay
Skill-based pay
Competency-based pay
Compensation Equity – Fairness and equity
Pay for Performance – Raise productivity and
cut labor costs in competitive environment
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Social security, unemployment
compensation, and workers’ compensation
are required by law
 Cafeteria-plan benefits packages allow
employees to select benefits for themselves
 Benefits have been cut due to the
recession
 Companies are dropping employersponsored coverage due to the new health
care law
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© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Reducing the company’s workforce to the
“right” size; also called downsizing
 Makes company stronger and more
competitive
 HR must effectively and humanely manage
the process
 Many organizations use communication
and provide assistance to address
emotional needs
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© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Employees leave voluntarily, retire, are
rightsized, and are fired for poor
performance
 Poor performing employees can be
disruptive and cause problems for morale
 Exit interviews can be used to learn about
dissatisfaction and reason for departure
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© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Demographic changes have transformed
society
 Good organizations take steps to attract
and maintain workers
 Diversity is no longer just the right thing to
do
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© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Organizations must compete on a global
basis
 Success is determined by global HR
strategies
 International human resource management
addresses the added complexity of
managing diverse people globally
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© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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