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Human Resource Administration Week 3 and Chapter 3 Outline

by: Sam Hipe

Human Resource Administration Week 3 and Chapter 3 Outline BA362

Marketplace > Arcadia University > Business > BA362 > Human Resource Administration Week 3 and Chapter 3 Outline
Sam Hipe
GPA 3.13

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About this Document

This goes through the Starbucks assignment and the third chapter of the textbook
Human Resource Administration
R. Madison
Class Notes
Human, resource, Administration, recruiting, hiring, candidates, HR
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This 6 page Class Notes was uploaded by Sam Hipe on Monday September 19, 2016. The Class Notes belongs to BA362 at Arcadia University taught by R. Madison in Fall 2016. Since its upload, it has received 5 views. For similar materials see Human Resource Administration in Business at Arcadia University.


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Date Created: 09/19/16
HRA Week 3 9/13/16 **The first exam will not include Chapter 2 on the HR Laws Status Check “HRM is the process of acquiring, training, appraising, and compensating employees, and of attending to their labor  relations health and safety and fairness concerns.” – Dressler Key Concepts  Determine the nature of company’s positions/jobs (job analysis)  Find viable candidates and determine number needed (recruiting strategy) o Finding people from the outside  Orient and train new employees, existing employees and managers (training strategy)  Manage wages/salaries (compensation strategy) o Dependent on job categories and education and experience  Recommend incentives and benefits (benefits strategy) o Incentives to help you work stronger o Health coverage; personal insurance; disability; sick pay; holiday pay  Assist/support performance appraisals (performance management strategy) o In book, HR creates, but we have yet to see it happen o HR does not do appraisal unless appraising someone in HR who reports to them o Guide the managers to write the appraisals  Support building employee relations and engagement (employee relations and engagement) o Making sure the other managers have good ideas to help employees feel a part of the company and  getting them to accomplish the company goals o Upper level management is the bond of the company and the unions Additional Focus/Accountability Areas  Equal opportunity and affirmative action inspection/accountability o So that the knowledge is there and giving advice if an issue arises  Employee health and safety  Grievance handling and labor relations o High turnover = poor placement Corporate­level strategies (more details in Week 2)  Concentration  Diversification  Vertical integration  Consolidation   Geographic expansion Bottom Line: HRM is strategies and techniques to drive results through people Starbucks Process:  Review Chapter 3’s concepts  Individually research the company  Draft an outline for an HR strategy  Work in group pairings to consolidate outlines into a group recommendation (20 minutes)  Share/present final recommendations Team 1 + 3 Group Discussion: Encourage knowledge of menu items pertaining to local demographic Procedures on dietary and cultural beliefs Expand college program to prepare management team from the inside to expand to new markets including but not  exclusive to Asia  Expand to community colleges; student grants; tuition reimbursement \ Student business friendly Credit success rate = measure for success Standardized problem solving strategies and employee reports Class discussion:  Business/competitive strategy o Expand new markets/products  Coffee/tea  expands  Quality o New products with ethics and responsibility in mind o Focus socially tailoring geographic consideration  Workforce requirements o Work in a fast­paced environment  Can’t give up quality – focus on detail o Personable and friendly  Active  o Efficient and knowledgeable about the products o Culturally aware  Open to diversity o Develop from within ­ management o Ability to sell  Open­minded o Solid/Adequate technological knowledge o Quick learning o Read and understand measurement scales  Policies and Activities o Expand college tuition scholarship program o Training   Practice beverage creation  In­class instruction   Ensure new products are introduced and exposed to employees o Introduce partners to the employees   Teavana reps o Incentives  Reward performance at store level on a monthly basis o Birthday  gifts/day off  Metrics o Standard scenarios and look at their response  95% satisfactory response rate for 6 months o A certain percentage of employees enrolled in the college program  Ex. 30% over a year in each department Chapter 3 Notes Talent Management Framework  What is it? o Goal oriented and integrated process of planning, recruiting, developing, managing, and compensating o Managers:  Understand the tasks  Make sure decisions such as staffing, training, and pay are goal­directed  Uses the same “profile” of competencies, traits, knowledge, and experience for recruitment  plans for making selection, training, appraisal, and payment decisions  Segments and manages employees  Integrates/coordinated all talent management functions  Job Analysis o The procedure through which you determine the duties of the positions and the characteristics of the  people to hire them o Job descriptions – a list of what the job entails o Job specifications – what kind of people to hire for the job o Getting info  Interviews   Questionnaires  Observation  Participant Diary/Logs  Using Internet­Based Data Collection  Writing Job Descriptions o Job identification – job title o Job summary – general nature of the job o Relationships – who they would be working with o Responsibilities and duties o Authority  o Standards of performance o Working conditions and physical environment o Internet­based job descriptions o Complying with the Americans with Disabilities Act (ADA)  Writing Job Specifications o What human traits and experience are required to do the job well? o Easier to write the more trained a position needs to be The Recruitment and Selection Process  Workforce planning and forecasting to determine positions to fill  Pool of candidates for the jobs  Have applicants fill out application forms and initial interviews  Utilize various selection techniques like tests, background checks, and physical exams to choose candidates  Send one or more candidates to the supervisor who oversees the job  Selection interviews and choose which candidates to make an offer to Workforce Planning and Forecasting  Strategy and workforce/personnel planning o Workforce planning – process of deciding what positions the firm will have to fill and how to fill them  How to forecast personnel needs (labor demand)  Projected turnover (resignations or terminations)  Quality and skills of your employees (in relation to your company’s changing needs)  Strategic decisions to upgrade the quality of products or services or enter new markets  Technological and other changes resulting in increased productivity  The financial resources available  o Trend analysis – studying your firm’s employment levels over the past 5 years to predict future needs o Ratio analysis – making forecasts based on the ratio between some causal factor and the number of  employees required o Scatter plots – show graphically how 2 variables are related  Forecasting the Supply of Inside Candidates o Qualifications inventories – contain summary data such as each current employee’s performance  record, educational background, and promotability, compiled manually or in a computerized system o Personnel replacements charts – show the present performance and promotability for each potential  replacement for important positions o Succession Planning  Analysis of the future demand for managers and professionals by company level, function, and skill  Audit of existing executives and projection of likely future supply from internal and external  sources  Planning of individual career paths based on objective estimates and assessments of potential  and career interests  Training and development to prepare individuals for future expected roles  Accelerated promotions  Planned strategic recruitment to fill short­term needs and to provide people to develop to meet  future needs o  Forecasting the Supply of Outside Candidates o Outside candidates – people not hired by the companies o Forecasting through economic conditions, local market conditions, and occupational market conditions  Talent Management and Predictive Workforce Monitoring o Predictive workforce monitoring – paying continuous attention and frequently adapting to workforce  planning needs o Developing an action plan to match projected labor supply and labor demand Recruiting Job Candidates  The Complex Job of Recruiting Employees o Recruitment efforts should make sense for your company o Some methods are superior to others o Success depends on nonrecruitment issues and policies o Legal considerations  Recruiting Effectiveness o Important to assess how effectively the employer is spending recruit dollars o Internal Sources of Candidates  Job posting – company bulletin boards  Good practice in nonunion firms o Recruiting via Internet  Company websites  Internet job boards  Virtual job fairs o Texting o Applicant tracking services   Advertising as a Source of Candidates o Employment Agencies as a Source of Candidates  Public state employment agencies exist in every state  Aided and coordinated by the US Department of  Labor  Nonprofit organizations  Private employment agencies  Clerical, white­collar, and managerial personnel  Turn to an agency because  Your company does not have its own HR department  Your company has found it difficult to generate a pool of qualified applicants  You must fill an opening quickly  There is a perceived need to attract a greater number of minority or female applicants  The recruitment effort aims to reach employed individuals who might feel more  comfortable dealing with agencies than with competing companies  o Temporary Workers o Alternate Staffing  Executive Recruiters as a Source of Candidates  o Pros and Cons o Candidates’ Caveats  College Recruiting and Interns as Sources of Candidates o Internships   Outsourcing and Offshoring o Outsourcing – having outside vendors supply services o Offshoring – having outside employees abroad supply services  Referrals and Walk­ins as a Source of Candidates o Walk­ins – direct applications made at your office o Customers as Candidates o Telecommuters o Unemployed people   Military Personnel  Recruiting a More Diverse Workforce o Older workers as a source of candidates o Recruiting single parents o Recruiting minorities and women o Welfare­to­work o The disabled Developing and Using Application Forms  Purpose of Application Forms o Application form is a form for quickly collecting verifiable historical data o Applicant exaggeration  Equal opportunity and application forms o Mandatory dispute resolution  After you receive the application o Courtesy 


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