Managing your human resources SHAD VALLEY 2011 JORDAN WRIGHT

Transcription

1 Managing your human resources SHAD VALLEY 2011 JORDAN WRIGHT

2 Let s talk jobs What jobs have you held thus far in your lives? What made the job enjoyable for you? What did you like the least about the job? What did the employer provide to keep you happy / employed there

3 What are human resources? The human capital of an organization that generate revenue (directly or indirectly) Human resource management implies any activity that involves the people in the organization Having a good HRM system means you have: The right people Your people are happy and productive They want to be where there are (working for you)

4 The HR Challenge Your challenge is to find the right number, type and quality of people needed by your business Question: Why do you think this is a challenge?

5 The Major Challenge to HRM Demographics ex % of labor force in NL eligible to retire in next 5-7 yrs Question: What can be done in the face of this challenge?

6 Other Challenges to HRM Over the next 5 years, what do you see as the main issues facing the people side of organizations? Getting ppl to work in remote locations Recruitment finding the right ppl Changing attitudes towards working (especially youth) Issues of multigenerational workforce! Education (trades) How to attract bright students to trades? Diversity in the workforce Lack of loyalty (organizational commitment) Labor shortage Competition for employees Company image Financial stability (job security) Unionization

7 Today s top employers 1. SAS 2. Boston Consulting Group 3. Wegmans Food Markets 4. Google 5. NetApp Source Fortune Magazine ( Question: What do you think makes a good employer?

8 What makes Google so good to work for? A look at life at Google Source:

9 Missing from the list? $$$ Implications: People value more than just money! $ is not always a prime motivator

10 Some more info on Demographics Rise in the % of immigrants in the workforce Majority of families have dual earners Women accounted for over 70% of total employment growth in the last 2 decades in Canada 2006 census Median age of Canadian workforce is 41.2 yrs, 15.3 % > 55 years old Question: What are the implications for employers?

11 Other noteworthy trends Lifelong learning seen as an imperative, and not linked to the org # of contract workers increasing The impacts of technology on job design Desire for work/life balance

12 HR Section of the Business Plan Need to know how many ppl your need and who they are (implying what skills they need) Management & Staffing Org structure Management team Staffing Labor market trends / issues

13 A Rough Outline ID any labor market trends (and impact on your business) Determine role requirements / responsibilities (determine competencies and job design from there) Number of Employees Org chart (including job titles, reporting relationships) Type of employees (salaried, wage, contract, performance based, full time, part time, consultant) Skills / experience (build job descriptions) Hours & Conditions of work Compensation & benefits Learning plan Succession planning

14 Labor trends Is your industry regulated, in terms of employment practices? Wage level considerations Conditions of work Is there a skills shortage? Are competitors outsourcing?

15 Job Analysis Identify the tasks, duties and responsibilities of a particular job Useful in the following processes: Recruitment Selection Performance appraisal Compensation Training & Career development

16 Coming from a job analysis Start to design your jobs You can determine the number of jobs there are This allows you to understand how many ppl your organization requires This will also give you insight into the types of ppl our organization requires (Type of employees (salaried, wage, contract, performance based, full time, part time, consultant) Remember you need to measure against the defined objectives / goals outlined in the job analysis when it comes time for performance management

17 Build job descriptions for your jobs Position title Description of company (possible) Description of responsibilities, desired skills / education Terms of employment Who / where to apply Closing date Salary (specific, range or in accordance with skills / experience)

18 Career / Professional Development Many orgs now do learning plans with their employees or provide support for professional development Will you? Will you source a specific training group? What kind of subsidy will you offer? How can you ensure your org benefits from the learning? Succession planning Filling executive roles, ensuring business survival

19 Other HRM considerations: How will you recruit and select? And the costs of this How to manage employee separations? How to manage employee performance? How to appraise? Rewarding performance Employee training and development Establishing employees as owners of the brand Yours and your contractors Respecting employee rights and managing discipline Managing workplace safety and health issues Resumes of Management group

20 Role Play Groups of 3 1) you feel your salary should be increased based on your performance in a step level compensation system. You have a meeting with your supervisor to discuss 2) you have a frustrated customer who is not satisfied with the service/product received. Find a resolution between the upset customer, the sales staff and manager 3) you have been in your position for 15 years and a new hire is encroaching on your job duties, and is not very receptive to criticism. As a manger, hold a meeting with the two employees 4) as a manager you have a non-facebook policy. You know however that some of your employees are playing mafia wars and commenting on videos/photos. Have a meeting with your staff to discuss this. 15 minutes to prepare, come back and act out the scene, and tell us what you learned