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HRCP Unit 5: Employee Relations and Involvement PHRi 05 Employee…
HRCP Unit 5: Employee Relations and Involvement
PHRi 05 Employee Relations and Risk Management
Topic 1: Employee Relations
Emplyee Relations:
refers to the working relationship between an employer and EE during the time the individual is associated with the organization
ER, covers
all HR functional areas, and deals with how to protect the rights of both the EE and the employer, and how to make fair and consistent decisions
:
Topic 2: Employee Engagement
5.2.1 Employee Attitudes and Satisfaction
Job satisfaction is an important aspect of EE engagement
Positive job attitudes are generally viewed as an important indication of how well things are going
Individuals differ in how they respond to work conditions
Job satisfaction can be determined by qualitative aspects of the job, values, expectations, and what happens at work
5.2.2 Job Satisfaction Theories
Fullfillment Theory:
is a function of need satisfaction and the degree of correspondence between needs and how well they're satisfied
Reward Theory:
is a function of the rewards individuals receive (amount and timing). Consider the role of values
Discrepancy Theory:
job satisfaction results from a comparaison between what ought to be and what is (expectations)
Equity Theory:
describes how individuals compare their I/O to the I/O of others (ratio favorable comparaison).
5.2.3 Satisfaction and Productivity
There is no necessary relationship between job satisfaction and productivity
The best predictor of performance are the rewards
People tend to do what they expect to be rewarded for doing
5.2.4 Measuring Job Satisfaction
Grievances, absenteism, and turnover are indirect measures of EE satisfaction
Exit interviews:
provide valuable information, and should be conducted ASAP by someone not directly involved in daily contact. Explore the real reasons
Attitude surveys:
can be done via interviews and questionnaires. Non-directive interviews are useful but time consuming. Questionnaires are limited but easy to apply
Survey administration:
can be done via simple random sample (total randomness) or stratified random sample (categorizing EEs)
Results analysis:
the two most important statistics to analyze are
mean
and
standard deviation
(similar >0.2 vs. diversity of opinion >1.0) :no_entry:
Confidentiality and Anonymity of Surveys:
this is essential
Outsourcing EE Surveys:
there are Pros and Cons. Off-the-shelf are good as long as they're customized
5.2.5 Using Satisfaction Surveys
Interpretation:
surveys should be analyzed separately for each group
Feedback:
report back is important for analyzing, interpreting, and designing corrective actions. Consider feedback to Mgmt and EEs.
Intervention:
the success of a survey feedback intervention depends on willingness to improve, top mgmt support, questionnaire design (address major issues and assess EE feelings). There has to be plans for change, implementation of plans, follow-up, and evaluations
Engaged EEs go above and beyond to perform
"organizational citizenship behaviors"
or
"extra-role behaviors"
Engaged, not engaged, actively disengaged EEs
EE engagement consists on cognitive (beliefs), emotional (feelings), and behavioral components (effort)
Topic 3: Employee Involvement Strategies
5.3.1 Self-directed Work Teams
Consist of small groups (less than 15/20) responsible for performing a series of jobs, and directed by informal leadership
They are more responsive to change
There's also the semi-autonomous work teams (still subject to direction of management and HR policies)
5.3.2 Quality Circles
Involves work groups meeting periodically (1hr/week) to discuss ways to improve productivity (participation is voluntary)
Benefits
1.Greater productivity based on suggestions
2.Improves communication
3.Enhance the level of morale and commitment
5.3.3 Job Design and Redesign
Job redesign increases org effectiveness and improves quality of work-life
Sometimes very simple job changes can make a big difference
The professional disciplines involved are psychology, human factors engineering, and
ergonomics
(application of technology and engineering to human abilities, interests, and feelings)
Two major strategies are
job specialization
and
job enrichment
(both are exact opposites)
There's a difference between
Job Enlargement
(add more of the same kinds of elements) and
Job Enrichment
The leading theory for examining jobs and deciding how to make them more enriched is called
Job Characteristics Model
Job Enrichment consists of modifying the job to increase any of the next variables:
1.Skill variety
(use and develop skills)
2.Task identity
(group vs. individual work)
3.Task significance
(significance impact)
4.Autonomy
(workers are free to direct influence)
5.Feedback
(workers obtain evaluative information about their performance)
The psychological states produced by enriched jobs are meaningfulness, autonomy, and knowledge of results
5.3.4 Employee Ownership/ESOPs
Employee ownership today takes two major forms:
1.Employee Stock Ownership Plan (ESOP):
EEs own shares, becoming owners sames as shareholders
2.Employee Stock Ownership Trust (ESOT):
EEs own shares through a trust
5.3.5 Employee Suggestion System
This actively encourage EEs to think about ways to improve work processes and submit ideas for improving efficiency or profitability
It can be a suggestion box, or online
5.3.6 Participative Management
Participative Decision Making
(PDM) allows EEs to be more involved in managing the organization
The CONs state sometimes people don't want it, reduces productivity, and takes more time
However, it increases EE satisfaction, but not necessary performance
5.3.7 Process Control vs. Innovation
Deming thaught that quality is 85% management problem, and 15% worker problem. Mgmt must plan for quality, and quality must be build into the product rather than inspected into it
While Six Sigma has been praised for reducing costs, it has been criticized for inhibiting innovation
5.3.8 Alternative Work Schedules
Flextime
Plus:
Tardiness eliminated, absenteeism reduced, WLB, biorhythm synch, traffic congestion, workloads, wider open hours
Minus:
Communication problems, attendance records issues administrative decisions through the day, overtime payments, utility costs higher
Compressed Workweeks
Consists of scheduling a full-time job in less than 5 days a week (4/40, or 3/36)
Plus:
reduces commuting, increases leisure time, job satisfaction, set-up/clean-up on certain jobs
Minus: working fatigue, less productivity, heavy physical/mental not suited for this, accidents and safety violations, not popular in aged people and/or parents
Regular Part-time
A less than 35 hours job
Popular with parents, older people
It requires a lot of administrative and scheduling difficulties
Job Sharing
A full-time position is divided into two part-time positions (and 2 separate EEs)
Plus:
high productivity, increase flexibility, reduced absenteeism and turnover, improved job training, suitable for parents and older people
Minus:
EE benefits costs, requires greater supervision for big teams, paperwork, communication problems, promo/fire/hire decisions
Volunteer Programs:
can be brief or ongoing, and has a lot of benefits (physical and mental health)
Phased Retirement:
allow EEs to reduce their hours @ work and gradually prepare for retirement
Home-based Work or Telecommuting:
eliminates the lengthy commuting and unnecessary interruptions, increases loyalty. There can be lack of F2F communication, and creative collaboration
Virtual Teams:
select people fit for virtual teams, establish operating procedures, set goals, establish information sharing processes, monitor progress, recognize and reward
EE involvement programs (called work-life programs QWL) improve the quality of life @ work
Topic 4: Diversity and Inclusion
5.4.1 Improving Diversity and Inclusion
Initiatives should be tied to the organization's core mission and objectives
Start at the top
of the organizational chart
Define organizational
objectives
relative to diversity and inclusion
Compile available
demographic data
Collect
survey data
Identify problem areas
(pinpoint gaps between step 2 and current situation)
Plan
diversity and inclusion initiatives to address problem areas
Implement
initiatives
Measure outcomes
and provide
feedback
Adjust objectives
and plans as needed to make
ongoing improvement
5.4.2 Diversity and Inclusion initiatives
Changes to policies and practices:
changes in recruiting and promotion practices. Anti-discrimination and embarrassment policies
Targeted Recruiting:
change the way candidates are attracted (networking diverse communities). Skip academic degrees or professional certifications)
Employee training:
experiential activities to challenge assumptions. This can include videos focusing on bias, awareness, communication, and diverse workgroups for better ideas
Employee Resources Groups (ERG):
is an organization that joins together based on shared life experiences or personal characteristics. Also know as affinity groups and business network groups, and typically employee-run. EEs do not necessarily need to be part of the group's demographic to join (allies)
Flexible Work Schedules and Arrangements:
organizations can help employees who have difficulty with traditional schedules
Community Outreach:
by getting involved in the community, organizations can build relationships with diverse groups and people (e.g. adopt a school)
5.4.3 Benefits of Diversity and Inclusion
More innovative
More engaged
More creative
Higher revenue
More profitable
Diversity seek to improve representation of groups underrepresented
It works when mixed with inclusion as well
Topic 5: Grievance Systems
Discipline procedures
are needed to correct unacceptable behavior and protect the company
Grievance procedures
are needed to protect EEs from inconsistent and unfair treatment
Grievance procedures provide a systematic process for hearing and evaluating EE complaints
As grievances are expressed, top mgmt becomes aware of EE problems and frustrations
5.5.1 Union Grievance Procedures
Grievable items:
any work-related complaint or formal dispute that is brought to the attention of management
Union companies define grievances narrowly, and broadly in nonunion companies
Causes of Grievances:
very high number when morale is low (and vice versa; job satisfaction)
Grievances may arise because:
unclear contractual language, violation of law, labor agreement, normal work procedures (or precedents), perceived unfair treatment, promotions
Certain styles of supervision can increase grievance rate (dictatorial, not listening, take-it-or-leave-it attitudes)
Steps in the Grievance process:
1.Complaint is submitted by supervisor (can be verbally)
2.If the EE is not satisfied, the grievance can be appealed (almost always written)
3.If the union is not satisfied, the grievance can be appealed
4.Corporate officers meet with union representatives to resolve unsettled grievances
5.Binding arbitration by an outside 3rd party acceptable for both parties
5.5.2 Grievance Procedures in Nonunion Organizations
Nonunion companies tend to be informal (complaint systems)
Grievance committee:
allows individuals to submit their grievances to a grievance committee (can be appointed by top mgmt or elected by EEs)
Ombudsman:
neutral and independent person who represents citizens in their disputes. It can be any EE, and does not initiate a formal complaint
Grievance Appeal Procedure:
Open-Door Policy:
the most popular procedure, where anyone has the right to discuss a complaint with top officers without going to the chain of command
Fact-finding Method:
usually HR, the fact finders are authorized to examine problems without conducting formal hearings
5.5.3 Effective Grievance Procedures
Protection against retaliation:
complaints must be presented without a lot of hassle, must be evaluated fairly/impartially, with no mistreatment (e.g. fired)
Timely responses:
the org is required to respond within a certain number of days at each stage of the procedure (rigid time limits are not encouraged)
Fair consideration:
both parties must be willing to discuss the issue rationally and objectively (not as a competition)
5.5.4 Arbitration
Is the process of having a labor dispute resolved by an impartial 3rd party, agreeing beforehand to accept the decision of an impartial judge (mediator)
Arbitration is used more frequently for settling grievances than for settling contract disputes
Selecting and Arbitrator:
an appointed tripartite arbitration board (impartial, EE, and employers reps) can be called, or simply a list of acceptable people to both sides
Preparing for Arbitration:
the submission agreement (opening statement outlining the issues to be resolved) is prepared. The hearing can be formal, or informal (to save money)
Problems with Arbitration:
it costs too much, takes long, and can be too formal
Alternative Dispute Resolution:
due to time and expenses associated with litigation, encourages people to look for other alternate methods without negotiation, litigation, arbitration, or rent-a-judge services. Also we can consider peer or management juries
Topic 6: Employee Discipline Systems
5.6.1 Punishment
Punishment is intended to reduce undesirable behavior (depending on type you apply)
Punishment can be learn vicariously (not personally)
There are three types of punishments:
1.Natural consequences
(occur hen behavior violates laws of nature or society)
2.Logical consequences
(contains a logical relationship to the violated rule)
3.Contrived consequences
(wrongdoing where the punishment is unrelated to the misbehavior)
Criticisms of Punishment:
Is effective when only when threat/punishment is present
Indicates what is wrong, not right
Eliminate both bad/good behavior
Error fixation
Negative feeling towards punishing agent
Attention can be a reward
Conditions of effective use of punishment:
Timeliness
Unpleasant but not severe
Specificity
Consistency
Must inform the wrong behavior (Cognitive structuring)
Caring and nurturing relationship
Should not be followed by undeserved reward
5.6.2 Approaches to Discipline
Supervisors tend to model the disciplinary styles of other people, as well as disciplinary procedures
Punishment is effective when there's retributive justice (punishment fits the seriousness of the misbehavior)
5.6.3 Progressive Discipline
1.Verbal warning:
comment to warn with no recording
2.Verbal reprimand:
explicitly informs about a not acceptable situation with a written note
3.Written reprimand:
formal written description and disciplinary actions
4.Suspension:
can come without, or reduced pay
5.Discharge:
this is the final step
5.6.4 Workplace Investigations
Should be initiated promptly
Investigator should be selected and appointed
Complaints should be in writing
Investigator should interview the complainant and offender
Entire process should be documented
Privacy of both parties protected
Offender and complainant personnel files should be reviewed
Decision should be made and announced
Appropriate action should be taken
Complainant should be advised about disciplinary actions and retaliation
Periodic follow-up
5.6.5 Administrative Justice: Due Process and Just Cause
The two basic concepts supporting administrative justice are due process and just cause
Due process:
disciplinary actions following an accepted procedure that protects an EE from arbitrary, capricious or unfair treatment
Just cause:
disciplinary action should only be taken for good and sufficient reason
The following principles describe an effective disciplinary system:
1.Definite Policy and Procedure
(should follow a prescribed and consistent course of action )
2.Supervisory Responsibility
(Sups should be responsible for initiating the action)
3.Communication of Rules
(EEs should know and understand rules; EE handbook)
4.Burden of Proof
(collect information)
5.Consistent Treatment
(no discrimination)
6.Consideration of the Circumstances
(rules and offenses should not be considered in isolation )
7.Reasonable Rules and Penalties
(proportionality)
8.Statute of Limitations
(to be removed from EE file after a period of time)
Discipline <> punishment
,
the objective
is to remediate a problem and help EEs to achieve success @ work
Discipline procedures provide a progressive and systematic process for handling problem employees
EE discipline is one of the most challenging responsibilities (complex and difficult to diagnose)
A highly recommended procedure for administering punishment is called the "hot stove" rule
A good disciplinary system must balance the dual objectives of protecting the rights of EEs and preserving the interests of the organization
Topic 7: Workforce Behavior Problems
5.7.1 Rule Violations
Some companies have general rules that are informally communicated to EEs, while others have specific rules
Nonunion EEers are free to make and enforce whatever rules they want
EErs who bargain with a union, do not have as much liberty in making and enforcing company rules
No-smoking Policies:
is considered the largest single factor in controllable health-care costs (and the easiest)
Insubordination:
An EE who refuses to follow a supervisor's instruction is guilty of insubordination (if instructions are explicitly clear)
Abusive Language:
is considered a legitimate basis for disciplinary action (not necessarily dismissal)
Bullying:
clear policies should be in place
Horseplay:
not bad unless it gets out of hand (injury or disruptions)
Gambling:
discharge is too severe for the first offense
Fighting:
usually result in some form of disciplinary action
The appropriate disciplinary action should be different depending on the cause
A careful diagnosis of the nature and cause of the wrongdoing should precede any disciplinary action
5.7.2 Unsatisfactory Performance
5.7.3 Illegal or Dishonest Acts
When EEs are caught stealing, the company faces an uncomfortable dilemma (to prosecute or not)
Many companies are surprised to discover when they begin the prosecute a crime than an accused EE has an extensive history of dishonest conduct
Even if an illegal act is not prosecuted, the EE committing the crime is usually discharged
5.7.4 Absenteeism
When absenteeism increases, Mgrs need to determine whether the rise is caused by aggravating conditions at work
Voluntary absenteeism:
when EEs have a choice of working or not and intentionally decide to miss work
Involuntary absenteeism:
occurs when EEs miss work for reasons beyond their control
It can be divided into 4 categories:
1.Planned absences
2.Unplanned or incidental absences
3.Extended absences
4.Intermittent absences
Deciding when an absence is involuntary is not always clear
Measuring absenteeism:
Job absence rate = Number of worker-days lost through job absences during the month x 100
/
(avg # of EEs) x (number of Workdays)
During difficult economic times, job absence rates tend to decline
Reducing absenteeism: work-life programs, EAP, wellness programs. Also penalties, link attendance as part of performance, or personal days (very effective)
5.7.5 Drug and Alcohol Use
These problems are not temporary and the worst you can do is to be sympathetic, patient, and understanding
They increase absenteeism, tardiness, accidents, and reduce productivity
Most companies rather ignore, or respond slow
They are diseases, and treatable ones
The most effective approach is a very confrontive attack on the problem
The deterioration in the EE's work should be described until discharge if no change
EEs who are alcohol dependent may be held to the same performance and behavior standards as non-alcoholics
Drug abuse is illegal, and is related to theft (they should be terminated)
5.7.6 Off-Duty Conduct
EErs should proceed with caution in any attempt to regulate the off-duty conduct of their EEs
Arbitrators uphold disciplinary actions for off-duty conduct if there is a link between the off-duty conduct and the on-the-job activities
Also relevant is the organization's reputation and the effects of adverse publicity
Topic 8: Organizational Exit
Offboarding can be voluntary or involuntary
Orgs should have an established procedure for Managing the EEs departure (checklist)
5.8.1 Involuntary Terminations
Occur as a result of employment problems, and must ensure they occur for job-related reasons and do not violate any contractual commitments with EEs
Should be carefully documented with efforts to mentor and coaching, and opportunity to improve
Forcing people to quit is not a forthright approach to discipline, is unethical, and ilegal
The next review should include the following steps:
Layoffs and Reductions-in-force
Occur when employers need to eliminate positions in order to maintain profitability
Decisions are typically based on seniority, performance, or skill needs
Make the criteria is established with the right reasons
The primary responsibilities of HR during layoffs are:
1.Prepare instructions for Managers
2.Prepare individual separation letters
3.Prepare written questions and answers
4.Prepare contact lists and phone numbers
5.Prepare an exit checklist
Make sure the event is handled fairly and competently with respect to severance payments, notices, and outplacement services
Can sign a release of claims or confidentiality agreements
5.8.2 Retirement
Is a voluntary separation initiated by the EE
The advantage of an early retirement program in RIFs are that it reduces the need for involuntary terminate EEs
Topic 9: Risk Management
RM refers to the process of assessing and measuring risks and developing strategies to protect the interests of the company
These programs are often viewed as HR responsibilities, or can be assigned to other departments
5.9.1 Risk Management Strategies
(Methods for Managing Risk)
Avoidance:
avoid it in the first place, or eliminate it
Transfer:
transfer them to another entity (e.g. insurance)
Mitigation:
by 1) reduce the probability this risk will occur 2) Reduce the severity of the damage if the risk does occur
Acceptance:
if the likelihood of it happening is small, an organization may choose to accept it, and wait for it to happen instead of devoting resources to avoid, transfer, or mitigation
Topic 10: Safety
Regardless of how responsibility for safety is assigned, it is the responsibility of each employer to provide a hazard free work place
5.10.1 Effective Safety Programs
Management Support:
need the support and sincere interest from top Mgmt by:
1.Hold periodic meetings
2.Prepare a policy statement declaring mgmt concern
3.Include safety and health topics in conversations
4.Review all inspection and incident reports
5.Participate actively in labor-management safety committees
R&Rs:
should be clearly and expressly assigned to one individual, but all EEs should be responsible for following the procedures
Training:
everyone must receive adequate safety training (especially for new EEs)
Communications:
list rules that will ensure the safety of its EEs, and make sure they support them
Recognition:
as motivation with a the incident metrics, and specific feedback and comments by supervisors
Incentives:
financial incentives and other extrinsic rewards
Safety committees (brigadistas):
trained safety experts in a rotation that support safety. Also self-audits can be conducted
Topic 11: Employee Health
5.11.1 Employee Assistance Programs
Employee Counseling:
problems are only temporary, but when they get too big to handle, we need professional help. Supervisors are not encouraged to get involved in counseling subordinates about serious personal problems
Administration:
effective EAP when:
1.Must be staffed with competent people
2.Accessible 24/7
3.Should be advertised
4.Should be open to all EEs and family members
5.Confidentiality must be maintained
6.Meet wherever the EE or dependent would be most comfortable
In-House vs. Contract:
many organizations operate EAP as part of HR, but some prefer to pay for outside services
Referral Process:
problems that the staff is not equipped to handle are referred to professional services. Some cases should be handled as a security issue (aggressive behavior)
Confidentiality:
EAPs need to follow careful guidelines to avoid legal risks regarding privacy, malpractice, or coercion (disciplinary actions)
Costs and Benefits of EAPs:
they produce a 1:7 return
5.11.2 Employee Wellness Programs
Many companies take preventive postures by trying to help EEs avoid illness and other conditions
Types of programs:
physical exams, stop smoking, or eliminate alcohol and drug use, weight mgmt programs
Promoting Wellness Programs:
4 successful approaches
1.Financial incentives for participation
2.Goal setting and reporting
3.Free time during work hours or the lunch hour
4.On-site facilities
Incentives:
EEs must be rewarded for achieving goals
Measuring Cost Effectiveness:
benefits of wellness programs are greater than the costs (easier to measure than the benefits)
5.11.3 Chemical Dependency
Identification of Symptoms:
alcoholism is a disease (and treatable). The problems created by drug abuse are similar to those created by alcoholism (theft is related to drug abuse)
Drug testing:
has been controversial and caution must be used since they vary from country to country
Discipline:
confront and attack the problem and approach EEs as soon as a performance problem is indicated
Supervisory Training:
supervisors should be trained to recognize the signs of drug use (especially overdose). The most important responsability of a supervisor is to monitor performance. Drug use inhibits performance, and make sure you document it
5.11.4 Communicable Diseases in the Workplace
HIV/AIDS and Tuberculosis:
AIDS is one of the most challenging health problems in the work place. Transmission shouldn't be a concern except in specific industries such as health care. For this reason, may companies do not establish an HIV/AIDS Policy. EEs should not be terminated or reassigned unless there's a performance issue. TB can be fatal and is a global problem. The strategy focuses on breaking one of the links in the chain of infection. EEers should conduct special training and provide protective equipment
Epidemics and Pandemics:
an epidemic occurs when an infectious disease spreads rapidly trough a population. A pandemic is a global outbreak of an infectious disease. HR Mgrs should help their companies create plans for dealing with pandemics/epidemics and should focus on:
1.Controlling the spread of the illness
2.Operating the organization with reduced personnel
5.11.5 Environmental Health Hazards
Environmental Health Programs:
Some of the materials once considered safe, are not so safe after all. Safety Managers play an important role in identifying health hazards and in educating EEs about the dangers of such hazards
Toxic Substances:
are chemicals and other materials poisonous to the body. The science of Toxicology is based on determining the toxic thresholds of chemicals (no-adverse-effect level and toxicity threshold). Any substance is potentially harmful when there is too much of it. Epidemiology is the study of diseases in the environment and of conditions that may cause health problems
Radiation:
EEers should identify areas in the workplace containing ionizing-radiation hazards, provide appropriate equipment with caution signs
5.11.6 Stress Management
Mental Health Programs:
In some instances EEs may receive compensation for the physical or mental breakdowns caused by cumulative trauma of an excessively stressful job (or off the job). 4 of the common challenges to good mental health are:
1.Boredom (repetitive jobs) - Caused by lack of meaning @ work
2.Burnout (continuous stress) - Caused by lack of meaning @ work
3.Anxiety (tension associated with worry)
4.Depression (intense sadness)
Sources of stress:
distinction between stress (response) and stressor (cause object/event). Also differentiate between esutress (+) and distress (-). Also remember 3 stages, 1) Alarm reaction, 2) Resistance stage 3) Exhaustion stage. Some occupations are prone to tension and stress. High pressure comes as a result of inability to understand, predict, and control events @ work
Coping Strategies: stress cannot be eliminated from daily life, nor should it be, the solution is to effectively manage it by:
1.Eliminate the stressor
2.Relaxation techniques (muscle massage and abdominal breathing, biofeedback)
3.Social Support (empathy, love, caring, trust)
4.Physical exercise
Physical Health Programs:
almost any form of physical activity can provide good exercise if done properly
5.11.7 On-site Medical Clinics
Although in-house medical services do not eliminate the need for specialist services, they provide timely care for EEs and help companies manage their benefit expenses
On-site clinics are normally provided in of of 3 ways:
1.Enlist a 3rd Party vendor who provides and manages all the services and staff
2.Contract directly with outside health-care professionals to staff and manage the facility
3.Hire health-care professionals as EEs to staff the on-site facility
5.11.8 Smoking Policies
It has become unacceptable and illegal in many designated areas
If EErs do have a designated smoking area, a separate area should be provided for those with e-cigarettes
No-smoking policies have generally been accepted and successfully implemented by:
1.Explain why
2.Provide advance notice
3.Provide assistance
Organizations have developed extensive programs to improve both the physical and mental health of their EEs
Health programs can be justified economically
Topic 12: Security
5.12.1 Organization Security
For small-mid size companies the responsibility is assigned to HR, for larger ones, there's a separate security department
Vulnerability Analysis:
this is the 1st step in developing a security system by identifying company assets, and potential threats to them (physical, intellectual, information and future economic activities). Mgrs should ask What if?
Planning:
the next step is the overall strategy of the security system with security procedures (both technical security systems and administrative processes). The plan must be communicated to all EEs
Establishing R&Rs:
includes, Mgrs, security personnel, vendors, EEs, and the public
Evaluation:
Mgrs need to assess the level of risk and frequency. The decision to reply on proprietary vs. contract security should be based on: quality and cost. The standards that have the greatest impact on the quality of a contract security force:
1.Wages and benefits
2.Classroom and on-the-job training
3.On-site supervision
4.Mgmt involvement
Protection of EEs against kidnapping:
increasing risk, especially for Executives and others who might be seen as a symbolic representative for the company or country
Transportation security:
theft and fraud associated with the transportation of products. HR Mgrs and security officers cannot eliminate cargo theft, but they can reduce it
5.12.2 Control Systems
Physical Security:
this is the 1st line of defense (perimeter fence with locked gates) some companies use a CCTV system
Disturbance:
strikes and picket lines often result in disturbances that lead to violence and damage
Parking and traffic:
parking areas are most dangerous at night in high crime areas
Entry systems:
control ingress/egress of people using physical controls, identification systems, and security points. We can include IDs, biometrics, locks and keys.
Signal detection theory
is a systematic approach for studying human vigilance and categorizing the kinds of mistakes human monitors are likely to make
Electronic devices:
in deciding whether to use them, remember their limitations
1.They don't prevent, they detect
2.Not useful if there's none to respond to it
3.They don't replace guards, they assist them
5.12.3 Privacy Protection
Most EEs have a legitimate expectation of privacy regarding areas assigned to them
There's an increasing concern due to technology
5.12.4 Protection of Proprietary Information
EErs should have
security protocols
for information and computer systems
This includes computer security audits (scans, system and physical access controls)
Companies use
fierwalls and virus checks
to reduce the danger of security breaches
Data theft:
EEs should be shown confidentiality agreements as reminders, also in case data theft is suspected a computer forensic expert should be contacted quickly
EE data retention:
there should be document retention policies
5.12.5 Crisis Management and Contingency Planning
An effective emergency preparedness plan should have:
1.Clarify the chain of command
2.Employee Accounting
3.Communications center
4.Employee training
5.Medical assistance (1st aid kits and supplies)
6.Emergency Team
7.Continuity and recovery plans
Emergency preparedness:
EEs can be trained to respond to general emergencies and can also be given specific training
Communicating with EEs during an Emergency:
this is an important aspect of emergency preparedness
Protecting International EEs:
must have plans for EEs who live in or travel to other countries (especially with terrorist activity or political unrest). "Duty of care responsibility" for family members
-
Workplace violence:
refers to any act taken by an EE that undermines the purpose for which the enterprise exists. HR is expected to account for all EEs and restore calm in the aftermath of an emergency. Companies should implement workplace violence policies that include the following:
1.Zero tolerance
2.Prevention
3.Crisis Management
4.Recovery
Some of the major conditions that lead to violence include:
1.Alcohol and drug abuse
2.Paranoia
3.Obsessive disorders
4.Neurological disorders
5.Intermittent explosive disorders
Active Shooter Situation:
HR Managers may help reduce the likelihood of an active shooter situation and can mitigate the seriousness (screening employees carefully, report potential violent behavior, counseling, BCP, access controls, crisis kits, training)
Terrorism:
HR Managers should prepare to deal with terrorists by adapting many of the same techniques used to prepare for other crises
5.12.6 Fraud and Loss Prevention
Fraud:
Manufacturing, banking, and insurance are the most susceptible industries. The most common warning signs are living beyond one's means and personal financial difficulties and three forces interact (situational pressure, opportunity to commit fraud, and personal integrity)
Investigations:
represent an uncomfortable dilemma (consume time & $, and create bad publicity)
Loss prevention:
the most frequent kinds are: EE theft (50%), shoplifting (30%), vendor theft (5%)
Honesty testing:
the most frequently psychological test in industry and research shows good reliability and validity
Internal financial controls:
these controls should not be interpreted as an indication that EEs cannot be trusted, they should be defended as an essential part of helping EEs be honest and avoiding the pressures that cause good people to commit fraud
