12/04/2017 1 Who are these famous faces?  Hour1: HRM ◦ Strategic HRM ◦ Recruitment and selection ◦ Training and development ◦ Performance management ◦ Downsizing ◦ Compensation and benefits  Hour 2: Focus Hour #4 ◦ Beth Tootell  Human Resource Management (HRM) is the design and application of systems to ensure the effective and efficient use of human talent to accomplish organisation goals. So what systems are required?12/04/2017 2 (Robbins, DeCenzo, Coulter, & Woods, 2013)  Many laws exist to ensure equal opportunity and stop discrimination  Discrimination –The hiring or promotion of applicants based on criteria that are not job relevant  Key employment legislation in NZ: ◦ Employment Relations Act (2000) –employment is a human relationship, based on trust, mutual respect. Not only an economic exchange. ◦ Health and Safety at Work Act (2015) –employers have an obligation to protect employees’ physical and mental wellbeing. ◦ Human Rights Act (1993) –all people in NZ are treated equally and fairly, free from discrimination 5  HR practices should align with the strategic direction of the organization. 612/04/2017 3 7  Human capital is likely to be the most important factor for competitive success. ◦ the economic value of the combined knowledge, experience, skills, and capabilities of employees.  Becoming an Employer of Choice ◦ Organizations that are highly attractive to potential employees because of HR practices  Using Temporary and Part-Time Employees ◦ Contingent workers are not permanent, maintain flexibility, and keep costs low 8  Acquiring Start-Ups to Get the Talent ◦ Acqui-hiring has become common in the tech world 912/04/2017 4  First, organizational needs must be assessed: ◦ Job analysis:Systematic process of gathering information about the responsibilities of a job ◦ Job description:Summary of the duties of a job ◦ Job specification:Characteristics required to perform the job  Recruitment can be: ◦ Internal – less costly, enables employee development, satisfaction, commitment ◦ External – new ideas, skills, experience 10 How Nestlé transformed recruitment into talent acquisition • Internal advertising • Market advertising –increasingly via online sites like Seek • Referrals • University job fairs • Recruitment agency • Executive search (‘head hunters’) –social media • Internships  Process: • specified set of steps –should be done the same way and in the same order to ensure equal treatment of candidates • should screen out the wrong candidates (avoid reject errors) and enable the correct selection of the right candidates (avoid selection errors)  Methods: ◦ CV: usually initial screening process ◦ Application form: can the candidate ‘tick’ the right boxes ◦ Interview: open to bias; structured, behavioural better ◦ Written tests (psychometrics): intelligences, aptitude, ability, interest ◦ Performance-simulation tests: work sampling, assessment centres ◦ Realistic job preview: to give the candidate an accurate understanding of the job and its context KPMG Graduate Application Advice Video12/04/2017 5  On-the-Job Training: showing a newcomer how to perform duties on the job.  Social Learning: learning from other informally through collaboration and social media.  In-house training: formal tailored training workshops for employees (incl. orientation) 13 Providing employees with development opportunities is essential in today’s workplace  Assessing performance accurately: ◦ Set goals/standards and review results ◦ 360-degree Feedback –Uses multiple raters, including self-rating to appraise employees and development  Managing poor performance: ◦ Counselling (helping to change the behaviour) ◦ Discipline (stopping the behaviour through imposing penalties) 14  It is important to design a pay system that attracts, retains and rewards the desired employees, and is affordable.  Wage and Salary Systems ◦ Job-based pay ◦ Skill-based pay ◦ Competency-based pay  Pay-for-Performance (incentive pay) ◦ compensation tied to employee effort and performance  Benefits ◦ car park, health insurance, superannuation, flexible working arrangements 1512/04/2017 6 16  Natural attrition –not replacing people who leave  Restructuring and redundancies: ◦ Offer redeployment options ◦ Offer counselling and outplacement support ◦ Redundancy pay Exit interviews can be used to learn about dissatisfaction and reason for departure  Week 7Workshops: Head-hunt LinkedIn candidates (option #4).  Before next week: ◦ Do the assessed Week 7 Stream quiz. ◦ Read the chapter reading (Cole, Ch1) in preparation for the Week 8lecture. ◦ Complete the MindTapactivities. ◦ Complete EBW#2 and submit by this Sunday (30th April) if you want feedback before the essay is due.