Please enable JavaScript.
Coggle requires JavaScript to display documents.
HRM: Finding and Keeping the Best Employees - Coggle Diagram
HRM: Finding and Keeping the Best Employees
Working with People is Just the Beginning
Human Resource Management -- The process
of determining human resource needs and then recruiting, selecting, developing, motivating, evaluating, compensating and scheduling employees to achieve organizational goals
HRM’s role has grown because:
Increased recognition of employees as a resource
Changes in law that rewrote old workplace practices.
Determining Your Human Resource Needs
Job Description -- Specifies the objectives of the
job, the type of work, the responsibilities and duties working conditions and relationship to other jobs.
Job Specifications -- A summary of the minimal
education and skills needed to do a particular job
Job Analysis -- A study of what employees who
holds various job titles do
Human Resource Planning Process:
Preparing a job analysis
Assessing future human resource demand.
Preparing a human resource inventory of employees
Assessing future labor supply
Establishing a strategic plan
Recruiting Employees
Human resource managers use both internal and
external sources to recruit employees
Recruitment -- The set of activities for obtaining the
right number of qualified people at the right time
Selecting Employees
Steps in the selection process
Obtaining complete application forms
Conducting initial and follow-up interviews
Giving employment tests
Conducting background investigations
Obtaining results from physical exams
Establishing trial (probationary) work periods
Selection -- The process of gathering information
and deciding who should be hired, under legal guidelines, to fit the needs of the organization and individuals
Hiring Contingent Workers
Companies hire contingent workers:
When full-time workers are on leave
During periods of peak demand
In uncertain economic times
To save on employee benefits
To screen candidates for future employment
Contingent Workers -- Include part-time and temporary workers, seasonal workers, independent contractors, interns and co-op students.
Training and Developing Employees
Training and Development -- All attempts to improve productivity by increasing an employee’s ability to perform
Training focuses on short-term skills
Development focuses on long-term abilities
3 steps of training and development
Evaluating the training's effectives
Designing training activities to meet identified needs
Assessing organization needs and employee
skills to develop appropriate training needs.
Performance
Networking
Establishing and maintaining contacts with key managers in and out of the organization and using those contacts to develop relationships.
Management Development
The process of training and educating employees to become good managers and tracking the progress of their skills over time.
Appraising performance on the job
Performance Appraisal -- An evaluation that measures employee performance against established standards in order to make decisions about promotions, compensation, training or termination
6 steps of performance appraisals: (1) Establishing performance standards that are understandable, measurable and reasonable, (2) Clearly communicating those standards, (3) Evaluating performance against the standards. (4) Discussing the results with employees, (5) Taking corrective action, (6) Using the results to make decisions.
Compensating Employees
Compensating teams: two most common methods: skill-based, gain-sharing
Fringe benefit: Sick leave, vacation pay, pension and health plans that provide additional, compensation to employees beyond base wages.
Pay systems: salary, hourly wage/ day work, piecework system, commission plans, bonus plans, profit sharing plans, stock options
Flexible scheduling plans
Flextime Plan: Gives employees some freedom to
choose which hours to work as long as they work the required number
Compressed Work Week: Employees work the full number of work hours, but in fewer than the standard number of days
Job Sharing: Lets two or more part-time
employees share on a full-time job