HRM Human Resource Management

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HRM Human Resource Management
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• What is the easiest way to discipline a person
  below you without breaking a friendship
• What do managers do when they receive multiple
  complaints about a certain employee, but that the
  manager personally feels they do good work.

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• How does one deal with a bad hire.
• How do you go about firing someone.
• An employee was emotionally unstable, she wanted
  to quit and caused problems in the work place.
  Instead of getting fired, she got promoted. Why
  did the manager do this.

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• When evaluating those being supervised, how is it
  possible to bring out the bad points about a
  person without offending them or making them mad.
• When two employees are equal is it better to ask
  for a contest of some sort or better to make a
  decision on personal knowledge or past experience.

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• How do I criticize an employee who does not
  respond well to criticism./

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• HRM as a control system.

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• Feedforward controls ensures directions and
  resources are right before the work begins.
• Recruitment and selection
• Feedback control takes place after an action is
  completed.
• Performance appraisal and discipline.

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HR the research

• Turnover and retention management.
• Video.

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Legal issues

• Employment Law Prohibits discrimination
• Age
• Race
• Sex
• Disabilities
• Religion
• Ethnicity

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• HR procedures in place to deal with legal issues.
• Policies that discourage discrimination.
• Examples.
• As a supervisor this does minimize freedom to
  hire/promote.
• If experience this, just know its intent.
• Intent is based on objectivity

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Feedforward control and HR

• Recruitment and selection. Hire the right people
  and the organization has fewer problems.

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Mixture of what is done, what should be done
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Recruitment

• Attracting a pool of qualified
• Job applicants

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Internal recruitment

• Soliciting current employees (including
  internships).

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External Recruitment

• Soliciting employees from general labor market.
  (College placement, placement agencies, want ads,
  walk ins, etc

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General comments

• Why internal?
• Why external?
• Tradeoffs to consider.
• Competencies vs work style

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• Common modes of recruitment for College students,
  post college, higher level positions.

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What influences application rates

• Compensation
• Corporate Prestige
• Best places to work (benefits)

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Selection

• Resumes
• Interviews
• Tests
• References

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Resume exercise

• In teams pick two candidates for retail sales
  trainee. Interviews. Explain what you used to
  pick them. Do so by self then in teams.

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Emphasis on rational rather than intuitive
decision making.

• Point scheme.

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Same with interviews.

• Structured interviews. Same questions to all
  applicants. Score them on pre-planned dimensions
  from the job description.
• Why do we do this.

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Summary

• Recruitment and selection as feedforward control.
  Systematize the selection process.

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Performance Appraisal.

• Evaluating job performance and providing feedback
  to the job holder.

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Two Elements

• Evaluation

• Communication

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Evaluation

• Everyone hates evaluation. Supervisors and
  subordinates.
• Minimize stress feedback regularly throughout
  the week. Both positive and negative. Not once
  a year.
• Share the evaluation sheet with subordinate
  during orientation. Explain what it takes to get
  good ratings

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• Forced distribution vs Absolute distribution.
• Minimize leniency bias.

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• Lots of efforts to minimize other biases (bosses
  pet).
• Objective measures of performance.
• Behavior indicators of performance (check lists).

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Communication

• Hardest part is giving negative feedback.
• Attribution bias personality or situation.

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Errors

• Rush through the positives and focus on the
  negative.
• Get argumentative and persuasive.
• Poor listening.
• No error tolerance.

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• Take your time.
• No surprises.
• Address performance problem. Get the subordinate
  to talk about it. What happened. Why did it
  happen? What did you do about it? Action plan
  to prevent it again. Avoid grilling, try to play
  good cop role.

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If poor performance continues

• Discipline and progressive discipline.
• Progressive discipline. Employee entitled to due
  process in disciplinary actions.
• Advance warning of grounds for termination.
  Except in extreme cases (theft, gross
  negligence), employees warned about inappropriate
  behavior and given chance to correct behaviors.

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• Determine actions that entail discipline and
  levels of discipline.
• Set a schedule of communications appropriate to
  infractions.
• Verbal Warning, written warning, suspension,
  termination.
• Minor infractions, significant infractions, major
  infractions.

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• Progressive discipline vs employment at will.

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• Make termination a part of due process. Can not
  instantly fire someone. Must first talk about
  employment problems and give a chance to rectify.
• If not working out--give person time to look
  elsewhere.
• Avoid social ostracism. Everyone who leaves
  should leave with OK feelings.

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• Recommend late Friday PM. Time to cool off.
• Debate about explanations for termination.
  Employment at will vs progressive discipline.

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Summary

• Go to top and respond to student questions.