Chapter 18 - Managing Human Resources In Small And Entrepreneurial Firms

Front 1

As a small business owner you wonder about how your company needs to be handled through HRM. Any resource to help you if you have from 1-100 employees or even more?

Back 1

elaws - The U.S. Department of Labor s FirstStep Employment Law Advisor (see www.DOL.gov/elaws/firststep/) helps small businesses determine which laws apply to their business.

Front 2

Test takers who score outside of a range of acceptable IQ for a certain role do not meet or go over the cognitive ability requirements identified for this job. The complexity present within this position may make it difficult for these individuals to meet minimum standards for job performance.

Back 2

Job Fit

Front 3

How can I figure out if my workplace is safe? Would it cost anything?

Back 3

Safety is an important issue for small employers. One European study found that the majority of all the workplace accidents and serious workplace accidents occur in firms with less than 50 employees.28 OHSA provides several free services for small employers.

Front 4

What should you do if you are trying to hire, say, a marketing manager, and want a simple way to screen your job applicants?

Back 4

Devising a work-sampling test is one solution. A work-sampling test means having the candidates perform actual samples of the job in question. Such tests have face validity (clearly measure actual job duties) and are easy to devise. Break down the job s main duties into component tasks. Then have the candidate complete a sample task. For example, for the marketing manager position, ask the candidate to spend an hour designing an ad for a hypothetical product.

Front 5

Limited resources or not, small businesses need training procedures. A simple but effective four-step training process follows. 4 Steps!

Back 5

Step 1: Write a Job Description.A detailed job description is the heart of a training program. List the tasks of each job, along with a summary of the steps in each task. Step 2: Develop a Task Analysis Record Form. Rather than the full form we discussed in Chapter 8 (Training) the small business owner can use an abbreviated Summary Task Analysis Record Form (Table 18-1) containing four columns to guide the required coaching. * In the first column, list specific tasks. Include what is to be performed in terms of each of the main tasks, and the steps involved in each task. * In the second column, list performance standards (in terms of quantity, quality, accuracy, and so on). * In the third column, list trainable skills required things the employee must know or do to perform the task. Include skills (such as Keep both hands on the wheel ) that you want to emphasize in training. * In the fourth column, list aptitudes required.These are the human aptitudes (such as mechanical comprehension) the employee must have to be trainable, and for which he or she should be screened. Step 3: Develop a Job Instruction Sheet. Next, develop a Job Instruction Sheet for the job.As in Table 18-2, a Job Instruction Sheet shows the steps in each task as well as key points for each. Step 4: Prepare Training Program for the Job. At a minimum, the job s training manual should include the job description, Task Analysis Record Form, and Job Instruction Sheet, all compiled in a training manual. Perhaps also include a brief overview/introduction to the job, and a graphical and/or written explanation of how the job fits with other jobs in the plant or office.

Front 6

Training expert Stephen Covey says small businesses can do many things to provide job-related training without actually establishing expensive formal training programs. What would he suggest?

Back 6

* Offer to cover the tuition for special classes * Identify online training opportunities * Provide a library of tapes and DVDs for systematic, disciplined learning during commute times * Encourage the sharing of best practices among associates * When possible, send people to special seminars and association meetings for learning and networking * Create a learning ethic by having everyone teach each other what they are learning

Front 7

What can you do to make a more flexible work-life benefits environment in a smaller organization?

Back 7

* Extra time off. For example, Friday afternoons off in the summer. * Compressed workweeks. For example, compressed summer workweeks. * Bonuses at critical times. Small business owners are more likely to know what s happening with their employees. Use this knowledge to provide special bonuses, for instance, if an employee has a new baby. * Flexibility. For example if an employee is having a personal problem, help him or her create a work schedule that allows the person to solve problems without feeling like they re going to be in trouble. 43 * Sensitivity to employees strengths and weaknesses. The small business owner should be attuned to his or her employees strengths, weaknesses, and aspirations. For example, ask them which jobs they feel most comfortable doing, and give them an opportunity to train for and move into the jobs they desire. * Help them better themselves. For example, pay employees to take a class to help them develop their job skills. * Feed them. Provide free meals every now and then, perhaps by taking your employees to lunch. * Make them feel like owners. For example, endeavor to give your employees input into major decisions, let them work directly with clients, get them client feedback, share company performance data with them, and let them share in the company s financial success. * Make sure they have what they need to do their jobs.Having motivated employees is only half the challenge. Also ensure they have the tools they need to do their jobs for instance, the necessary training, procedures, computers, and so on. * Constantly recognize a job well done. Capitalize on your day-to-day interactions with employees to never miss an opportunity to give your employees the recognition they deserve.

Front 8

Studies show that recognition can often be as powerful as financial rewards. The personal nature of small business interactions makes it easier to recognize employees. A short list includes:

Back 8

* Challenging work assignments * Freedom to choose own work activity * Having fun built into work * More of preferred task * Role as boss s stand-in when he or she is away * Role in presentations to top management * Job rotation * Encouragement of learning and continuous improvement * Being provided with ample encouragement * Being allowed to set own goals * Compliments * Expression of appreciation in front of others * Note of thanks * Employee-of-the-month award * Special commendation * Bigger desk * Bigger office or cubicle

Front 9

Outsource most of their human resource functions to vendors. These vendors go by the names:

Back 9

professional employer organizations (PEOs), human resource outsourcers (HROs), or sometimes employee or staff leasing firms.