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Human Resources Management (HRM)

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The management of people in organizations to drive successful organizational performance and achievement of organization's strategic goals

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Human Capital

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The knowledge, education, training, skills, and expertise of an organization's workforce

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The Strategic Role of Human Resources Management

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Company's competitive environmentCompany's internal strengths and weaknesses give us:company's strategic situation thencompany's strategic plan thenCompany's HR thenOrganizational Performance

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Scientific Management

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concern for productionscientifically analyzing manufacturing processes to reduce costs and compensating employees based on performance

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Human Resources Movement: Evolutionary Phases

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Phase 1 - early 1900’spersonnel administrationhiring, firing, payroll/benefits processingPhase 2 – 1930’s to 1950’sunion liaison, compliance with new lawsorientation, performance appraisal, employee relationsPhase 3 – 1960’s to 1980’shuman resources managementoutsourcing of many administrative functions emphasis on contribution and proactive management of peoplePhase 4 – 1990’s to presentevery line manager must possess basic HR skills help achieve strategic objectivesnew roles: activist, change steward, talent manager/organizational designer, operational executor and business ally

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Evidence-based HRM

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Using best available evidence in making decisions about HR practicesActual measurements, existing data, research studies

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Measuring the Value of HR: Metrics

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Traditional Measures focused on activity and cost for example: number of candidates interviewed cost per hire Today’s Measures focus on productivity, quality, sales, market share, and profits balanced scorecard a measurement system that translates organization’s strategy into a comprehensive set of financial and operational performance measures

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Characteristics of a profession:

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A common body of knowledge Performance standardsProfessional associationExternal perception as a professionalCode of ethicsRequired training credentialsOngoing skill developmentMaintenance of professional competence

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Growing Professionalism in HRM

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EnvironmentalInfluences on HRM

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External

•Economic conditions•Labour market issues•Technology•Government•Globalization•Environmental concerns

Internal Influences

•Organizational culture•Organizational climate•Management practices

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ExternalInfluences: Economic Conditions

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•employment levels

•productivity levels

•growth of the primary, secondary,and tertiary (service) sectors

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ExternalInfluences: Labour Market Issues

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•increasing workforce diversity:visible and ethnic minorities; women; Aboriginal population; people withdisabilities•generational differences:•Traditionalists (pre-1946)•Baby Boomers (1946 to 1964)•Generation X (1965 to 1980)•Generation Y (1981 to 2000)

higher overall level ofeducation, however higher level of functional illiteracy •increased non-standard orcontingent workers•part-time•term/temporary/standby•home•self-employed

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External influences: Technology

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•new technologies: Twitter, Facebook, videoconferencing •concerns over data control, accuracy, right to privacy, and ethics •computerized monitoring of e-mail, voice mail, telephone conversations, computer usage, and behaviour

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Ext. Influences: Government

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Ensure policies and practicescomply with new and changing laws covering: •human rights•employment standards•labour relations•occupational health and safety•workers’ compensation

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ExternalInfluences: Globalization

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Global trends: •firms extend business operations abroad •emergence of a single global market •increased international competition •multinational corporations: conduct business around the world, seek cheap skilled labour HR professionals must become familiar with employment legislation in other countries and manage ethical dilemmas.

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ExternalInfluences: Environmental Concernsca

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Topics of increasing importance:•sustainability•climate change•global warming•pollution•carbon footprints•extinction of wildlife species•ecosystem fragility

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InternalInfluences: Organizational Culture

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•core values, beliefs and assumptions •often conveyed through an organization’s mission statement •positive culture is desired

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InternalInfluences:Organizational Climate

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•prevailing atmosphere in an organization •friendly/unfriendly, open/secretive, rigid/flexible, innovative/stagnant •influenced by leadership, HR polices, communication style

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InternalInfluences:Management Practices

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•bureaucratic organizations being replaced with flatter structures •increased employee empowerment •

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TheLegal Framework for Employment In Canadaa

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Employer: Right to modify employee work terms for legitimate business needs

Employee: Right to be protected from harmful business practices

Government:Balanceneeds of employer and employee

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Jurisdiction

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Federal laws•federally regulated employers(federal civil service, Crown corporations and agencies, transportation,banking and communications)

Provincial/territorial employmentlaws•all other employers (90% ofCanadian workers)nbcaeplbcioakkpcpgfkobkghlhen/forge.html

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Hierarchyof Employment Legislation in Canada

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•Canadian Charter of Rights andFreedoms•basic rights for all Canadians•Human Rights Legislation•protection from discrimination•Employment Standards Legislation•minimum terms and conditions ofemployment•Ordinary Laws•content or context specific•Collective Bargaining Agreement•Employment Contract

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TortLaw

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•primarily judge-based law•precedent and jurisprudences setby one judge through his or her assessment of a case •establishes how similar caseswill be interpreted.

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The Canadian Charter of Rights and Freedomsv

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•freedom of conscience andreligion•freedom of thought, belief,expression and opinion•freedom of peaceful assembly•freedom of association

Section 15 – Equality Rights•right to equal protection andbenefit of the law without discrimination

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Human Rights Legislation

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•jurisdictions specific legislation •prohibits intentional and unintentionaldiscrimination in employment situations•also in the delivery of goods and services.

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Discrimination Defined

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“… a distinction, exclusion or preference based on one of theprohibited grounds that has the effect of nullifying or impairing the right ofa person to full and equal recognition and exercise of his or her human rightsand freedoms.”

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Intentional discrimination

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•direct•differential or unequal treatment•indirect (3rd party)•by association

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UnintentionalDiscrimination5

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•constructive or systemicdiscrimination•embeddedin policies with adverse impact on specific groups

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Bona Fide Occupational Requirement(BFOR)

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•justifiable reason for discrimination •based on business necessity (safe and efficient operations) •e.g. vision standards for a bus driver

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Reasonable Accommodation

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Requirement for Reasonable Accommodation •adjustment of employment policies/practices so that no individual is denied benefits or is disadvantaged •based on prohibited grounds in human rights legislation •e.g. work station redesign for wheelchair Undue Hardship •financial costs make accommodation impossible

Disability•Basis determined by courts •Accommodation•respect dignity•discrimination must be legallydefensible•most appropriate accommodationshould be undertaken

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Harassment

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“Unwelcome behaviour that demeans, humiliates or embarrasses a person and that a reasonable person should have known would be unwelcome.” isp?

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Examples of Harassment

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Sexual Harassment

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“Offensive or humiliating behaviour that is related to a person's sex, as well as behaviour of a sexual nature that creates an intimidating, unwelcome, hostile, or offensive work environment or that could reasonably be thought to put sexual conditions on a person’s job or employment opportunities.”

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Sexual Coercion

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“Harassment of a sexual nature that results in some direct consequence to the worker's employment status or some gain in or loss of tangible job benefits.”

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Sexual Annoyance

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“Sexually related conduct that is hostile, intimidating, or offensive to the employee but has no direct link to tangible job benefits or loss thereof.”

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To reduce harassment liability, employers should:

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•establish sound harassmentpolicies•communicate policies to allemployees•enforce policies in a fair andconsistent manner•take an active role inmaintaining a working environment that is free of harassment.

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Effective harassment policiesshould include:

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1.a clear workplace anti-harassment policy statement 2. information for victims (definitions, examples) 3. employees’ rights and responsibilities 4. employers’ and managers’ responsibilities 5. anti-harassment policy procedures 6. penalties for retaliation against a complainant 7. guidelines for appeals 8.other options such as union grievance procedures and human rights complaints 9. how the policy will be monitored and adjusted 796849289" }, "MSG_MR_FEEDBACK_TYPE_PROJECTION_QUALITY": { "message": "2575016469622936324" }, "MSG_MR_FEEDBACK_VIDEO_ACCEPTABLE": { "message":�

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Enforcement of Harassment

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•responsibility lies with human rights commission in each jurisdiction •costs are borne by the commission •human rights tribunal resolves conflict through mediation •remedies: systemicr,restitutional

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Employment Equity Act

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•based on Charter of Rights andFreedoms•applies to federally regulatedemployers only•promotes equality, removesemployment barriers•four designated groups: women,visible minorities, persons with disabilities, Aboriginal people

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Employment Standards Act

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•federal and provincial/territorial versions •establish minimum terms for: •wages, overtime pay •paid holidays and vacations •maternity/paternity leave •bereavement/compassionate care leave •termination notice •employment contracts may exceed minimums •principle of greater benefit applies "e

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glass ceiling

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an unofficially acknowledged barrier to advancement in a profession, especially affecting women and members of minorities.

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Enforcement of Employment Standards Act

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•complaints filed with ministry of labour or counterpart •filed complaint is settled through the ministry, not civil court •limitation periods for filing •maximum claim limit for unpaid wages -instant

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Privacy

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Internet and Email Usage Policy •electronic surveillance is permitted •employer should create written policy •policy should be updated regularly to stay current with technology

Video Surveillance•used to prevent employee theftand vandalism•employees must be made aware•not advised if reasonablealternatives exist

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Knowledge Work and Human Capital

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•The knowledge, education,training, skills, and expertise of a firm’s workers.

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HR tech

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•the systems that HR uses to capture employee data

•used to attract, hire, retain, and maintain talent; support workforce administration; and optimize workforce management

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Use of technology will enable HRto achieve three key objectives

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1.Strategic alignment with businessobjectives2.Business intelligence—providingusers with relevant data3.Effectiveness andefficiency—reducing lead times, costs, and service levels1