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7 Managing Human Resources Copyright © 2017 Pearson Education, Ltd. 7 -2

Learning Outcomes q Describe the key components of the human resource management process and the important influences on that process. q Discuss the tasks associated with identifying and selecting competent employees. q Explain how employees are provided with needed skills and knowledge. Copyright © 2017 Pearson Education, Ltd. 7 -3

Learning Outcomes (cont. ) q Describe strategies for retaining competent, high-performing employees. q Discuss contemporary issues in managing human resources. Copyright © 2017 Pearson Education, Ltd. 7 -4

7 -1 Describe the key components of the human resource management process and the important influences on that process. Copyright © 2017 Pearson Education, Ltd. 7 -5

Human Resource Management Copyright © 2017 Pearson Education, Ltd. 7 -6

HRM Process and Influences Copyright © 2017 Pearson Education, Ltd. 7 -7

The Legal Environment Copyright © 2017 Pearson Education, Ltd. 7 -8

Affirmative Action Programs that ensure that decisions and practices enhance the employment, upgrading, and retention of members of protected groups Copyright © 2017 Pearson Education, Ltd. 7 -9

Differences in HRM Laws • • Canada Mexico Australia Germany Copyright © 2017 Pearson Education, Ltd. 7 -10

7 -2 Discuss tasks associated with identifying and selecting competent employees. Copyright © 2017 Pearson Education, Ltd. 7 -11

Identifying and Selecting Employees HRM Process: 1. Employment planning 2. Recruitment and downsizing 3. Selection Copyright © 2017 Pearson Education, Ltd. 7 -12

Conducting Employee Assessments Copyright © 2017 Pearson Education, Ltd. 7 -13

Determining Future Employment Needs Demand for human resources (employees) is a result of the demand for the organization’s products or services Copyright © 2017 Pearson Education, Ltd. 7 -14

Recruiting Applicants Copyright © 2017 Pearson Education, Ltd. 7 -15

Selecting Job Applicants Copyright © 2017 Pearson Education, Ltd. 7 -17

Reliability and Validity Reliability: the degree to which a selection device measures the same thing consistently. Validity: the proven relationship between a selection device and some relevant criterion. Copyright © 2017 Pearson Education, Ltd. 7 -18

Selection Devices: Tests Copyright © 2017 Pearson Education, Ltd. 7 -19

Effective Interviewing Copyright © 2017 Pearson Education, Ltd. 7 -20

Closing the Deal Copyright © 2017 Pearson Education, Ltd. 7 -21

7 -3 Explain how employees are provided with the needed skills and knowledge. Copyright © 2017 Pearson Education, Ltd. 7 -22

Orientation n Job orientation n Work unit orientation n Organization orientation Copyright © 2017 Pearson Education, Ltd. 7 -23

Providing Skills and Knowledge Copyright © 2017 Pearson Education, Ltd. 7 -24

Employee Training Methods Copyright © 2017 Pearson Education, Ltd. 7 -25

7 -4 Describe strategies for retaining competent, highperforming employees. Copyright © 2017 Pearson Education, Ltd. 7 -26

Retaining Competent Employees Copyright © 2017 Pearson Education, Ltd. 7 -27

Issues with Performance Evaluation Systems may be outdated due to: n Downsizing n Project teams When An Employee’s Performance is Not Up to Par Copyright © 2017 Pearson Education, Ltd. 7 -28

Compensating Employees Copyright © 2017 Pearson Education, Ltd. 7 -29

7 -5 Discuss contemporary issues in managing human resources. Copyright © 2017 Pearson Education, Ltd. 7 -30

Managing Downsizing Copyright © 2017 Pearson Education, Ltd. 7 -31

Workforce Diversity n n n Nontraditional recruitment sources Non-discriminatory selection Accommodation of diverse needs Diversity consciousness workshops Mentoring programs Copyright © 2017 Pearson Education, Ltd. 7 -32

Sexual Harassment Any unwanted action or activity of a sexual nature that explicitly or implicitly affects an individual’s employment, performance, or work environment Copyright © 2017 Pearson Education, Ltd. 7 -33

Controlling HR Costs Health Care Pensions Copyright © 2017 Pearson Education, Ltd. 7 -34