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Business needs means that human resources will be acquired, deployed and dispensed with emphasis on quantitative aspects. ex: turnover of employees (in supermarket industry, about 200% or more, in general its 15%) 4-5% is a good indicator of employee turnover

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Hard HRM

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All potential must be nurtured and developed, and (behavioural) programmes are developed.

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Soft HRM

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P.E.S.T.L.E Political, Economic Social (demographic) Technological Legal Environmental

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HRM Context

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Attract, develop, engage and retain individuals of particular value to their organisation. ("This is what your career path will look like!" Get high level people, give them everything they need to develop so they will stay. If you're marked, it's very good, otherwise it's not great...)

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Talent Management

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Knowledge can vanish because it "has legs on" - Systems change - There is a reorganisation - People leave an organisation ex: a merge. Good for the partners because that means good money, but then often stuck there (2 years). The success rate isn't very high, between 20-30%...

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Knowledge Management

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- The HR business partner - Centres of excellence - Shared services

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3 HR Elements (Dave Ulrich)

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What HR wants to be (ex: merge, HR often not included in the decision, and it gives them a lot of work...)

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HR Business Partner

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Reward strategy is hard to set up --> needs expert setting up

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Centres of Excellence

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HR doesn't make money (not that can show). If HR hires a good employee, very profitable. On the other hand, a bad hire is very expensive (they also keep others from working and need to hire someone else).

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Shared Services

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No

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IS HR A PROFESSION?

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A Person formally certified by a professional body of belonging to a specific profession by virtue of having completed a required course of studies and/or practice. And whose competence can usually be measured against an established set of standards.

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Professional

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1. Governing body. 2. Certification, education, and training. 3. Body of knowledge. 4. Code of ethics and discipline. 5. Legal status. 6. Research. 7. Independence. 8. Contribution to society. 9. Recognition. (Fanning, 2011)

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9 Characteristics of a Profession

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139 specific behaviours clustered into six domains that define what hr professionals should be, know, and do.

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HR Competencies

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credible activist competences. (can be trusted, improve through self awareness, insipre others to do what must be done, need to be shaping the HR profession)

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Competence with greatest Impact on HR Professional's performance?

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Capability builder (18%) HR innovator and integrator (19%)

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Competence with greatest Impact differentiating HR professionals in high-performing firms?

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- E-recruitment - Online performance management and appraisals - E-learning - Online psychometric testing - Payroll - What uses do some employers make of social networking sites?

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Technological proponent (IT)

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Evidence-based management is about making decisions through the conscientious, explicit, and judicious use of four sources of information: - practitioner expertise and judgment, - evidence from the local context, - critical evaluation of best available research evidence, - the perspectives of those people who might be affected by the decision

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Evidence- Based Management

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Example: The average correlation between CEO narcissism and extreme returns on assets (ROA) and total shareholder returns (TSR) - The more narcissistic CEOs were, the greater the extremeness or fluctuation in returns

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How valid is evidence-based management?

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performance appraisal approach - A performance intervention, which can be defined as an evaluation method of forced distribution, where managers are required to distribute ratings for those being evaluated, into a pre-specified performance distribution ranking - Until 2011 Juniper Networks used forced ranking

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Forced Ranking

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- Credible activist! The problem is not when we are appraised, but when we are compared to others. Being just good isn't enough anymore... Juniper got rid of this practice (hurt performance). - Differentiate by using another approach. They want to raise everybody together.

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Juniper Networks

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Link strategy to HRM How HR contributes to strategy 3 strategy questions any HR manager should be able to answer

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How HR can play a strategic role for a company ?

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1. The direction and scope of an organisation over the long term ; where are you going? ; how big is the scope ; long term 2. Which achieves advantage in a changing environment ; advantage ; need to be able to adapt to the environment 3. Through its configuration of resources and capabilities ; resources is what you have ; capabilities is what you can do with what you have 4. With the aim of fulfilling stakeholders expectations

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Strategy

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1. Clear, consistent - Long term objectives 2. Profound : understanding of competitive environment Indicates that you need a deeper understanding than other companies have. ex: airline industry Southwest Airlines saw that they could provide point to point transport rather than leisure 3. Objective - appraisal of resource base What is it that you can do really well/ that you don't do well. 4. Effective Implementation ex: a huge stack of consulting reports that costs millions... left in a drawer. Why not implement rather than keep spending?

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Succesful Strategy

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Strategy as Design & Strategy as Practice

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2 Types of Strategies

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Build on long term, has to be different from others

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Strategy as Design

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Apply techniques and tools (ex: Porter's 5 Forces, Boston consulting matrix).

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Strategy as Practice

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culture ? politics? resource ? base ? Strategy (Inside-Out)

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Internal Context

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taken for granted ways we interact with each other. Forms you in the way that you process information.

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Culture

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culture influences politics. Determines how you devide the resources.

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Politics

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The resources you have determine your capabilities.

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Resources

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Management of the optimal capacity is strategy.

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Capabilities

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P.E.S.T.E.L.? industry structure ? competition ? profitability ? Strategy (Outstide-In) This chain of events was dominant until the 70s. 40% of the outcomes were conceptualized through this. If you are responding to the industry, then you are very behind... Often the companies on the outside that change the industry!

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External Context

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Business strategy VS corporate strategy: concrete VS conceptual

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HOW DO WE MAKE MONEYYY? $$$$$$

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How a firm distinguishes its offerings From the competition

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Differentiation

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Which Costumers, Needs, Localities Limitless possibilities ranging from simple (e.g. three variants) to hyperfine (e.g. designer approach, from comprehensive - all segments - to selective. Niche: focus on a single Segment.

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Segmentation

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disaggregation of the market to the point where each customer becomes a unique segment. Unsegmentation: one size fits all - organisation tries to capture a wide chunk of the market.]

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Customising

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one size fits all - organisation tries to capture a wide chunk of the market.] If you find something that suits everybody, then people will tend to feel that it isn't very satisfying.

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Unsegmentation

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the link between the firm and its environment

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Strategic fit

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Global Business - Business operates on a global basis - There are increasing competitive pressures worldwide Domestic firms are pursuing business opportunities overseas - Foreign firms are seeking to invest in domestic markets

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International HRM (IHRM)

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More complex ? IHRM operates on a larger scale ? It has more complex strategic considerations ? It requires more complex coordination and control ? There are some additional HR functions.

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IHRM Challenges

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Analysed questionnaire responses measuring the work-related values of more than 100,000 IBM employees in 53 countries around the world Factor analysis revealed four separate dimensions related to culture and personality (later extended to five dimensions) Power Distance Individualism versus Collectivism Masculinity versus Femininity Uncertainty Avoidance Long Term versus Short Term Orientation

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Hofstede's Culture Framework

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The amount of respect and deference between those in superior and subordinate positions.

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Power Distane (PD)

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One's identity is defined by personal choices and achievements or by the character of the collective Is it more important to... focus upon the enhancement of each individual, his or her rights, motivations, etc. or should more attention be paid to the advancement of the corporation as a community, which all its members are pledged to serve?

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Individualisme vs Collectivisme

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Masculinity emphasises achievement. Femininity emphasises interpersonal harmony. (LOL)

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Masculinity vs Femininity

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A focus on planning and stability to deal with life's uncertainties.

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Uncertainty vs Avoidance (UA)

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Our paradigms are not equipped to combine opposites Step 1: RECOGNITION (what are the dilemma's?) Step 2: RESPECT (we share the same dilemma's, starting point is different) Step 3: RECONCILIATION (the art of combining opposites) Step 4: REALISE (and root)

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BEYOND BI-POLAR THINKING (Khalas I'm going to be strong and leave the caps lock *#liveStrong*)

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When no code, rule or law seem to quite cover an exceptional case... should the most relevant rule be imposed, however imperfectly, on that case, or should the case be considered on its unique merits, regardless of the rule? Corrupted by rules VS by their friends

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UNIVERSALISM VS PARTICULARISM

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Are we... more effective as managers when we analyse phenomena into parts (facts, items, tasks, numbers, etc), or when we integrate and configure such details into whole patterns, relationships and wider contexts?

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SPECIFIC VS DIFFUSE

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If our approach is highly... neutral we are seeking an indirect approach (because I agree with your reasoning I give you my support); emotional we are seeking a direct response (I have the same feelings as you on this subject).

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NEUTRAL VS AFFECTIVE

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status. Should the status of people... depend on what they achieved and how they performed, or on some other characteristic important to the organisation (i.e. age, seniority, gender, education, etc.)?

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ACHIEVED VS ASCRIBED

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Is it more important... to do things fast, in the shortest possible sequence of passing time, or to synchronise efforts so that completion is coordinated? Also... day-by-day experiences tend to direct people's lives (focus on present), or most human activities are directed toward future prospects, and the past is not considered to be vitally significant to the future (focus on future)

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TIME-AS-SEQUENCE VS TIME-AS-SYNCHRONISATION

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control. Which are the more important guides to action... our inner-directed judgments, decisions, and commitments, or the signals, demands, and trends in the outside world to which we must adjust?

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INTERNAL VS EXTERNAL

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you should really study this part.

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MOVING BEYOND CULTURAL DIFFERENCES

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? War for talent vs lifetime employment ? Individual accountability vs team responsibility ? Objective evaluation vs subjective evaluation ? Evaluate behavioural differences vs intuitive differences ? Priority for HR |development vs productivity ? Development as a specialist vs development as generalists ? Taking risks vs avoiding failure ? Task vs people orientation ? Entrepreneurship vs accountability ? Flexibility vs efficiency ? Exploitation vs exploration ? Mentoring vs managing

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10 GOLDEN DILEMMAS

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Two major questions that arise in recruiting and selecting personnel for overseas assignments are: What are the key competencies related to success in overseas assignments? What recruitment and selection methods can the employer use to identify whether a candidate has the necessary competencies to undertake a successful international assignment? What contribution is the employee likely to make to the international assignment? ? Will the employee be able to adapt to the new environment? ? Does the employee have the required communication and team-working skills? ? What effect will the international assignment have on the employee's career?

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RECRUITING AND SELECTING AN INTERNATIONAL ASSIGNEE

question

? Additional costs: housing healthcare transportation other items ? Two main approaches to Reward Management: The home-based approach The host-based approach.

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REWARD MANAGEMENT

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? The process concerning the return of an expatriate from an international assignment. ? Two principal challenges concerning repatriation: professional re-entry private life. ? Repatriation is a complex issue to address but many organisations do not have policies and procedures for the return of expatriate employees.

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REPATRIATION

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If managers talk about empowerment, then they are creating an empowerment problem. Leadershipis about focusing on what is universal. They lead based on what people have in common.

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LEADERSHIP

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Focus on what makes the individuals unique! --> translate talent into performance

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MANAGEMENT

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is about leading to a better future and translating this better future into the transformation of the unique talents of your people into individual top performance, which together is aligned and will lead to this better future. Very stongly connected to strategy, but you can't do this if the employees aren't engaged... Employee engagement isn't an isolated issue. Action is more important than words!

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IMPLEMENTATION

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Sens-making process: --> externalize (it's not working because of the others...) The management team are doing the sens-making. Then they tell their employees, that's sense-giving. The best way to make you realize is when you realize things yourself. --> experience! When you make sens yourself, it's much more powerfull. Forming stategy (giving sense) is a big part of strategy implementation. They have to bring in people within the company to be involved. ...

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THE 4 PARALLEL PROCESSES OF STRATEGY IMPLEMENTATION

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Winning MINDS Hearing and understanding Business literacy Strategy maps Most execs don't like parallel processes... > Forming strategies is about winning minds. > important to understand employees > Important to make people business literate; the employees will figure things out for themselves, not having to receive orders. You need to equip them to do this. > The people in the company know much more than the managers give them credit for. It should be more common to create an exchange of ideas in order to elaborate startegy. #1 STRATEGY IMPLEMENTATION LANDMINE: Employees don't understand the strategy ; Unitary: the company is a mass of people that all think the same --> utopia (and scary...) > Pluralist: range of ideas, people that think different. But this doens't mean that they can't work together!

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FORMING Strategy

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If you do a good job with the forming, then the enlisting will come with it --> parallel process Sens is given to you! > winning hearts > interaction > engagement > commitment #2 STRATEGY IMPLEMENTATION LANDMINE: Employees aren't motivated to fulfil the strategy Involving all stakeholders Employees, but also customers, clients, .... Many companies have trouble involving outside people, already hard enough on the inside.

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ENLISTING allies

question

After the two previous points, there isn't necessarily a central belief --> there is alignig to do, make sure that what you wanted to do is going to be done. Winning HANDS Focus Improve Cascading objectives #3 STRATEGY IMPLEMENTATION LANDMINE: Insufficient change at the Work Unit level

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ALIGNING Action

question

Make sure the entire organisation is working together! Winning CONTINUALLY Value discipline Organisational alignment Resource base #4 STRATEGY IMPLEMENTATION LANDMINE: Inadequate Organisational Alignment

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BUILDING advantage

question

FORMING x ENLISTING x ALIGNING x BUILDING / TOP TEAM ALIGNMENT If the top team isn't aligned, then the company loses momentum... --> doesn't mean that everybody has to see things in the same way, but at least heading in the same direction.

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IMPLEMENTATION function (lol)

question

; Their life revolves around your job ; Very engaged, works really hard, but won't really look out of the box > comply with everything that managment will tell you to do genuinely > do exactly at they are supposed to do (which isn't very good actually) ; ;

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EMPLOYEE ENGAGEMENT LEVELS

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1. Engaged: from genuine compliance and up 2. Disengaged: everything else 3. Actively Disengaged : obvious

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THREE TYPES OF ENGAGEMENT

question

Relationship with Manager. (Q#1) Appreciation ("Type 1"): Being Respected ; Cared For (Q#5) Appreciation ("Type 2"): Being Praised - Given Feedback/Recognition (Q#4) Appreciation ("Type 3"): Being Trusted. - Given Autonomy/Ownership (Q#7) Meaningful Work - Purpose - Values-fit (Q#8) Career Opportunities - Learning/Growth/Advancement (Q#6/12)

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DRIVERS of engagement

question

The majority of the causation is employee engagement towards financial performance.

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WHAT CAME 1ST employee engagement or financial performance?

question

Work councils are a symptom to the problem... There are work councils because there are problems with engagement. Ideally, a company wouldn't need it. ? For organisations working in more than one European Economic Area (EAA) country ? At least 1,000 employees within the EU and at least 150 employees in each of any two-member states ? To ensure equality of treatment across EU ? Transnational Information and Consultation of Employees (Amendment) Regulations 2010 (TICE 2010).

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EUROPEAN WORK COUNCILS

question

Workers don't feel that they can submit ideas... This is a problem. ? Employee suggestion schemes ? Employee opinion surveys ? Works committees ? Health and safety committees.

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CONSULTATION

question

? Profit-related pay ? Employee share schemes ? Share incentive plans (Share Incentive Plans (SIPs), Save As You Earn (SAYE) and Company Share Option Plans (CSOPs))

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FINANCIAL PARTICIPATION

question

Managers think they are doing their job according to textbooks, but actually they aren't.

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ALIGNING action

question

Short term work often takes up most of the time, leaving very little to think about change. strategy implementation outside your day-to-day business initiative management (If you have a vision (startegy), you have to take initiatives to move towards said vision. )

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TENSION between change and your "next quarter results"

question

"It's the point where resources are added to the magic strategy formula, where organisational performance meets individual performance and where strategy translates into practice (or remains on paper forever)." — Jeroen de Flander

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INITIATIVE management

question

? When we put in place certain carefully chosen organisational capabilities (human, information, and organisational capital) ? We will have the ability to employ our business processes. ? Those business processes, when thoughtfully designed and carried out, will create the value our customers desire from us. ? In turn this will lead to financial results.

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READING YOUR STRATEGY MAP BOTTOM-UP

question

ITS CAUSES AND EFFECTS ON PERFORMANCE

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EMPLOYEE ENGAGEMENT

question

want every action the firm takes to represent their values, and they are more eager than others to be asked for input on important issues want and expect the freedom to move from one career path to another tend to be looking for something instead of or in addition to money- rewards that will benefit them in life- or career- enhancing ways. quick to react negatively to any perceived disconnect between the firm's words and its actions. If they don't believe [you], they leave.

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NEW EXPECTATIONS

question

? The relationship between employees and managers is affected by trust, openness, willingness to cooperate and amenability to different points of view ? Balance of power ? Expectations of the two parties - the psychological contract Coercive/calculative/cooperative (Handy, 1985) The important role of line managers in establishing and maintaining a positive psychological contract Different employees motivated by different things (CIPD, 2010)

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RIGHTS AND OBLIGATIONS

question

? In relation to employment law, the two most important sources of EU legislation are regulations and directives. ? Regulations ensure uniformity on a point of law throughout the EU, they have general application and they are binding. ? Directives, unless applicable to all EU states, have no general application, are binding but the method of achieving the directive is left to the member state to decide.

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THE EU AND UK EMPLOYMENT LAW

question

? A contract of employment is a legally-binding contract between an employer and an employee ? The contract should include: Implied and express terms Variation of terms of a contract Employers must provide an employee who has a contract of work for at least one month a written statement of the terms and conditions of employment.

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THE CONTRACT OF EMPLOYMENT

question

? The names of the parties involved in the contract (i.e. the employer and employee) ? Date of commencement of employment ? Date of commencement of period of continuous employment ? Details about remuneration - rate of pay or how it is calculated; frequency of payments (weekly, monthly, etc.) ? Hours of work, including information about normal working hours, if these exist. ? Location of the workplace, including the employer's address, and an indication if there could be a requirement to work elsewhere ? Job title or a brief job description. ? Terms that may be included in installments include: Holiday entitlements Arrangements about sick pay and sick leave Details about any company pension plan Entitlement to receive notice of termination of employment and obligation to give notice Expected length of temporary employment where there is a fixed-term contract. ? Any terms of a collective agreement that affect working conditions ? Where an employee is required to work overseas for more than a month, details regarding period of work, remuneration and benefits ? Information concerning rules, disciplinary decisions, dismissals and grievances.

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WRITTEN STATEMENT OF PARTICULARS OF EMPLOYMENT

question

? Employees' rights to time off ? Guaranteed pay ? Written statement of reasons for dismissal ? Maternity and other family support rights ? Right to request flexible working ? Working time regulations.

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EMPLOYMENT RIGHTS

question

? The traditional image of working patterns involved employees working about 40 hours per week from 9 to 5 ? There are, however, many new patterns of work that suit both the changing requirements of businesses ? These include: Part-time hours Flexitime Variable start/finish times. ? Partial home working ?Term-time working ? Shift work ? Contracting-out of work ? Arrangements for flexitime ? Contracts based on annual or zero hours.

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FLEXIBLE WORKING ARRANGEMENTS

question

? Employees leave their organisations for many reasons but the two basic reasons are voluntary and involuntary ? Voluntary reasons include taking up another post, retirement or early retirement and voluntary non-employment, often due to a change in circumstances including parenting or studying ? Involuntary reasons may include redundancy or dismissal.

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TERMINATION OF EMPLOYMENT

question

? The areas usually covered in an exit interview include: The reason or reasons for leaving Relationships with supervisors and co-workers Working conditions in general and specific ones that might be problematic, such as shift work Rather than waiting to gather information from employees who have decided to leave the organisation, employee opinion surveys can be used to assess the levels of satisfaction within an existing workforce.

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EXIT INTERVIEWS AND EMPLOYEE OPINION SURVEYS

question

? The system of beliefs an employee holds regarding the terms of his or her exchange agreement with the employer ? Contract fulfilment by the employer increases the employee's job satisfaction, trust in the employer, and intent to stay in the organisation. ? Contract violation causes intense negative employee reactions, leading victims to cut back on their job contributions. ? Where employee and employer agree on contract terms, both tend to obtain better outcomes

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THE PSYCHOLOGICAL CONTRACT

question

? This article contributes to the evidence on psychological contract formation by examining how an organisation's informal networks impact employee psychological contract beliefs. ? Two distinct network influence mechanisms based on the proximity among individuals in the informal network - individuals tend to hold attitudes and beliefs similar to those of their local or more immediate social ties. based on the position each individual occupies in the larger informal network and their control over important resources - individuals in high-status or central positions tend to have better opportunities for attaining their preferred goals

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INFORMAL NETWORKS

question

? The overall link between informal networks and employee psychological contract beliefs, ? The effects of social status and local ties on specific contract terms (i.e., those involving competitive versus noncompetitive resources), and ? Whether the effects on contract terms differ by the type of social network tie or relationship (i.e., friendship and advice).

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THREE FUNDAMENTAL ISSUES

question

These effects operate simultaneously at the organisational level through the employee's social status position and at the one-on-one level through the influence exerted by the local ties with socially proximate colleagues.

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THE OVERALL LINK BETWEEN INFORMAL NETWORKS AND EMPLOYEE PSYCHOLOGICAL CONTRACT BELIEFS

question

? Individuals differing in their advice status position hold distinct views of the extent of the employer's commitment, but only for contract terms involving competitive resources such as performance support and career advancement. ? Friendship ties characterised by frequent contact and emotional closeness influence beliefs pertinent to contract terms involving noncompetitive resources, such as security, concern for employees, and predictability regarding the future.

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THE EFFECTS OF SOCIAL STATUS AND LOCAL TIES ON SPECIFIC CONTRACT TERMS

question

? Effects occur both directly through close friends and indirectly via friendship ties with similar others. ? Social influence via advice ties had less effect than did influence via friendship ties. Still effects were observed on one competitive (career advancement) and one noncompetitive contract term (predictability regarding future). Individuals tied to similar advisors shared beliefs regarding support for career.

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WHETHER THE EFFECTS ON CONTRACT TERMS DIFFER BY THE TYPE OF SOCIAL NETWORK TIE OR RELATIONSHIP

question

? Based on information provided define the context you find yourself "in." ? For example: What type of company?; Which industry or sector?; In which countries/continents active?; Who are your competitors, what are substitutes to your product or service, is is high tech or low tech, and are you a start-up or a fully-fledged corporation? Which functional disciplines are and/or should be involved, etc. ? What are key external drivers? (think PESTLE...)

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1. DEFINE THE CONTEXT

question

? Cases are semi-structured problems, and problem definition skills are one of the main learning products of repeated case study analysis. ? There are many weak signals and symptoms in a case study together pointing to bigger issues and/or problems. What is really going on in this case study and why did it happen this way? ? Output of this step should be a clear definition of the key issue(s) or problem(s) at hand backed up with the data available (facts) added with assumptions made.

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2. DEFINE KEY ISSUE(S) OR PROBLEM(S)

question

? Even though common sense and intuition are important in management it is key to apply different business concepts (both prescriptive and descriptive) in order to increase your understanding of the issues in your context (and to test the applicability of the concepts studied). Descriptive concepts primarily increase your understanding of a situation; prescriptive concepts also 'suggest' courses of action. ? Here's where everything you have learned in this course should be brought to the table. "Force" yourself to apply concepts from different sessions. Output of this step should be an improved definition of the key issues or problems at hand, the strong or weak features of this situation, and what can be changed (and what not).

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3. APPLY CONCEPTS

question

? Based on your analysis and understanding what should be done next? ? What are the true alternatives at hand and when implemented what will be the expected result (i.e. will all issues be resolved or will there be remaining or new issues/problems)?

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4. PROVIDE ALTERNATIVE COURSES OF ACTION

question

? Choose a course of action from the alternative courses of action indicating why (explicitly considering and rejecting the other alternative courses of action). ? Indicate both "hard," quantitative data and your "soft" qualitative impressions about each course of action.

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5. CHOOSE A COURSE OF ACTION

question

? Develop an action plan by which the desired action may be achieved or implemented within the context, and ? Indicate who should do what, when and how. ? Also provide a procedure to evaluate your course of action of choice based on its real impact.

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6. DEVELOP AN ACTION PLAN

question

that got deep really quickly

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PRIVILEGE...is INVISIBLE for those who have it

question

Of the 195 independent countries in the world, 17 are led by women Women hold 20% of the seats in parliaments globally 4% of the Fortune 500 CEOs are women In the US, women hold about 14% of executive officer positions, and 17% of board seats (figures haven't moved in the last decade) Women of colour hold 4% of top corporate jobs, 3% of board seats, and 5% congressional seats Throughout Europe, women hold 14% of board seats In the US women are paid 77 cent for every dollar their male counterparts make - in Europe this is 84 cents on average

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MEN STILL RUN THE WORLD (that's not Beyonce says ...)

question

? The after-classroom-challenge: women are earning 57% of undergraduate degrees, and 60% of the graduate degrees ? Leadership Ambition Gap: 36% of men wanted to reach the C-suite; 18% of the women ? Despite having comparable credentials men were about 60% more likely to think they were "very qualified" to run for political office ? Men will typically explains success by crediting own innate qualities and skills; women will attribute to external factors, like "worked very hard", "got lucky," or "had help from others." ? When girls are reminded of their gender before a math test (checking off M or F box) they perform worse ? Work-Life balance - who would not choose life? ? "I don't know how she does it?" ? What would you do if you weren't afraid?

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SUBTLE

question

are POSITIVELY correlated for men... and NEGATIVELY correlated for women.

answer

SUCCESS AND LIKABILITY

question

? Occurs when a man talks condescendingly to someone (especially a woman) about something he has incomplete knowledge of, with the mistaken assumption that he knows more about it than the person he's talking to does. ? also: whitesplaining, straight-splaining

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MANSPLAINING

question

? Companies that effectively managed diversity had higher levels of innovation ? Effectively managed cultural diversity contributed to firm competitive advantage. ? Effective management of diversity can create a competitive advantage that focuses on cost, attracting high-caliber employees, creativity and innovation, market success, and organisational flexibility. ? Evidence exists that the failure to manage diversity effectively can adversely affect the firm's competitive advantage.

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WHY DO WE EXPECT DIVERSITY AND EQUALITY MANAGEMENT SYSTEM TO RESULT IN IMPROVED ORGANISATIONAL PERFORMANCE?

question

? Provides empirical evidence that effective diversity/equality management can lead to measurable monetary benefits at the firm level. ? Organisations that manage diversity actively in a fair and effective way (e.g., have a diversity champion within the organisation, provide training, incorporate diversity management in the firm's overall strategy, and have promotional tracking of all groups in the organisation) are more likely to achieve positive outcomes

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STUDY FINDINGS

question

? Each one of us is unique ? We are different in visible and non-visible ways ? Different characteristics include personality, background, language, age, ethnicity, disability, gender, sexual orientation and marriage ? Some of these are covered by law on discrimination in the workplace and represent 'protected characteristics'. ? Diversity is about recognising and valuing the differences that individuals bring to the workplace, enabling them to make a rich and full contribution to organisational success. ? Diversity is recognised as being of strategic importance to organisations.

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DIVERSITY AND EQUALITY IN THE WORKPLACE

question

? Recruitment and retention ? Employee satisfaction and productivity ? Employer brand ? Customer orientation and product innovation.

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BUSINESS CASE ARGUMENTS FOR DIVERSITY

question

? Commitment of senior management and line managers ? Diversity awareness raising ? Positive action in recruitment ? Flexible working arrangements.

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MANAGEMENT OF DIVERSITY

question

? The distinction between equality of opportunity and the management of diversity is described by Kandola and Fullerton (1998) in terms of equal opportunity being driven by legislation and applying to specified groups whereas diversity refers to all differences among people ? Compliance with the equality laws will inevitably lead to a diverse workforce.

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DIVERSITY AND EQUALITY

question

? All organisations discriminate in that they have to choose between individuals when recruiting, selecting and promoting. ? If undertaken with care, this would constitute fair discrimination. ? Unfair discrimination occurs when non-relevant criteria are used, such as the colour of a person's skin, the individual's gender or the person's age. ? Discrimination can be either direct or indirect. ? Direct discrimination takes place where an employee is treated less favourably on the grounds of age, gender, race, etc. than an employee of a different age, gender, race, etc. ? Indirect discrimination takes place when an employer applies an unjustifiable criterion to different groups which adversely affects one group, resulting in a person from the disadvantaged group being unable to comply with the criterion. ? Typical areas of discrimination illustrated by Employment Tribunal cases Sex discrimination Race discrimination Disability discrimination Age discrimination Sexual orientation discrimination Religion or belief discrimination Equal pay discrimination.

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DISCRIMINATION (READ THIS VERY VERY CAREFULLY, RACIST)

question

? Protected characteristics ? Age ? Disability ? Gender reassignment ? Marriage and civil partnership ? Pregnancy and maternity ? Race ? Religion or belief ?Sex ? Sexual orientation.

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THE EQUALITY ACT 2010

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? Age The Act protects 'older' and 'younger' people against discrimination, although no specific chronological age is stated in the act Both younger and older people should be assessed on their competencies, not judged according to their age. ? Disability Defined under the Act as a mental or physical impairment which has a substantial and long- term adverse effect on a person's ability to carry out normal day-to-day activities.Employers must make reasonable adjustments in any arrangements or to work premises in order that people who are disabled can apply for work and are able to undertake such work. ? Gender reassignment Persons planning to undergo, in the process of undergoing or who have undergone procedures to change their sex from male to female or vice versa. ? Marriage and Civil Partnership ? Pregnancy or maternity ? Race Protected characteristics include colour, nationality and ethnic or national origins, and membership of a racial group ? Religion or belief Any religion or belief, including lack of belief. ?Sex Equal treatment of men and women, including matters related to pay ? Sexual orientation Defined as a person's orientation towards persons of the same sex, of the opposite sex, of both the same sex and the opposite sex.

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PROTECTED CHARACTERISTICS

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? Direct discrimination ? Indirect discrimination ? Harassment ? Victimisation ? Combined discrimination.

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TYPES OF DISCRIMINATION

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? There may be a requirement for an employee to be of a particular sex, racial background, religion, sexual orientation or age, etc. but this is only likely to happen in exceptional circumstances. ? These are known as occupational requirements and they represent a requirement to have a particular protected characteristic.

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OCCUPATIONAL REQUIREMENT

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? Previous understanding of positive action extended under the Equality Act 2010 ? Offers employers the opportunity to give preference in selection decisions to equally qualified members of an under-represented group.

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POSITIVE ACTION

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? Burden of proof is shared between claimant and respondent employer ? Applicant provides prima facie evidence of discrimination ? Respondent must provide evidence that discrimination did not take place.

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BURDEN OF PROOF IN DISCRIMINATION CASES

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? Equality policy ? Person specification or competency framework ? Positive action during recruitment ? Communications on equality and diversity ? Complaints procedures ? Monitoring.

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GOOD PRACTICE

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? Under this Act, a conviction becomes 'spent' after a defined period of time, allowing a job applicant with a conviction to be treated, in most cases, the same as someone who didn't have a conviction. ?There is a long list of excluded jobs and professions under the Act 1974. ? This means that it is lawful for such jobs and professions to ask questions about the candidate's spent convictions and to refuse employment to a person with a spent conviction.

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REHABILITATION OF OFFENDERS ACT 1974

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Whether or not somebody is good for the company is related to the values: alignment between employee and work values is the most important.

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VALUES AFFECT OUR REASONING

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"Only a few values can be truly core - values so fundamental and deeply held that they will change or be compromised seldom, if ever." — Collins ; Porras

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COREVALUES reflect your distinctives.

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? Write your values on paper Determine the number of values (min. 3 - max. 10) and determine the priority ? Prioritising core values What do I value more than anything else in life? What does my conscience tell me are the highest values in life? If I could live only three or four values well, what would they be? In the long run, which of these values will give the highest payoff to myself, my family, my work?

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VALUES: WRITE ; PRIORITISE

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? Person-organisation fit - the qualities necessary for integration into the company (personality, attitude, values - as much conflict comes from value differences) ? Person-leader fit ? Person-job fit - tasks, responsibilities, qualifications and requirements, training, experience, competences

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CHOOSING THE BEST PERSON FOR THE JOB (FIT)

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? Driven by strategy: In order to achieve its strategic goals, an organisation has to recruit and select people with appropriate competencies ? The processes of recruitment and selection are closely related ? Both activities are directed towards obtaining employees with the requisite competencies and attitudes.

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RECRUITMENT AND SELECTION

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Attract a pool of suitable candidates Use a fair process (and able to demonstrate this) Ensure recruitment contributes to organisational goals and image Conduct in a cost-effective and efficient manner.

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? RECRUITMENT

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the process of gathering information about an existing job, establishing the activities to be performed, the expected outcomes of tasks and the skills required. ? What techniques can be used for gathering the information required? ? Who can best gather and provide the information? ? Who should write the job description and person specification?

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? JOB ANALYSIS

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? Observation (time-consuming) ? Critical incident analysis (behaviour-focused) ? Structured questionnaires ? Face-to-face interviews with jobholders and line managers.

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JOB ANALYSIS: TECHNIQUES FOR GATHERING INFORMATION

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explains the job to the candidate and helps the recruitment process ? four basic elements: job title, reporting structure, purpose of post and description of major duties. ? Use verbs to describe what person is/will be doing

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? JOB DESCRIPTION

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? The Person Specification outlines the knowledge, skills and qualities a person would need to have in order to be able to do the tasks or achieve the outcomes required on the job description. ? Having a person specification/competency profile demonstrates the organisation's attempt to introduce some objectivity into what can otherwise be a very subjective process.

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?PERSON SPECIFICATION

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? A framework of competencies that can be applied to all jobs performed in a particular company ? Core competencies: required of all employees ? Specialised competencies attached to specific JDs ? Clusters of competencies ? Levels of competency.

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?COMPETENCY FRAMEWORKS

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? On-site noticeboards ? Local or national newspapers ? Professional journals ? Minority group newspapers and magazines ? Recruitment agencies ? University/college/school careers centres ? Job centres ? Radio/television ? Internet sites ? A recruitment fair or exhibition

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?RECRUITMENT METHODS

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? Contents: Organisation name and information Job title and major duties Competencies required Opportunities and challenges Salary and benefits Policy statements How to apply Style of writing Graphic design Possible use of recruitment advertising agency Use of e-recruitment

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DESIGNING A RECRUITMENT ADVERTISEMENT

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? Increasing use of the internet: Organisation's own website Agency websites Web 2.0 presence ? Reduces costs ? Large pool of applicants ? Speed ? Improved employer brand through use of innovative approaches.

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E-RECRUITMENT

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? The contest for qualified candidates has intensified ? Superior human resources are key to the creation of competitive advantage ? Companies with high levels of applicant attraction secure the best employees

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THE "WAR FOR TALENT (me)" (ugh always)

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? "the beliefs held by job seekers about the recruiting company as an employer" (Collins, 2007, p. 180) ? "the package of functional, economic and psychological benefits provided by employment, and identified with the employing company" (Ambler ; Barrow, 1996, p. 187) ? The brand equity approach addresses how brands, products, or potential employers can differentiate themselves from competitors through the use of independent identification points (Aaker, 1991).

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EMPLOYER KNOWLEDGE OR BRAND

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? Employer Familiarity: the ability of a job applicant to identify a company as a potential employer ? Employer Reputation: the applicants' perception of how people from their direct and indirect environment assess the company in question. ? Job Information: comprises individual perceptions of specific job and organisational characteristics, such as the career possibilities provided by a company.

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THREE ESSENTIAL DIMENSIONS OF EMPLOYER KNOWLEDGE/BRAND

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? Applicant attraction comprises the set of positive, neutral, or negative attitudes of the applicant and reflects his or her affective perception of the employer (Highhouse et al., 2003).

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EMPLOYER KNOWLEDGE INFLUENCES APPLICANT ATTRACTION

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? Printed advertisements are low-information-recruitment practices. ? Low-information-recruitment practices can positively influence employer knowledge and increase applicant attraction (Collins, 2007) - this is not confirmed by the results as hypothesis 1 is rejected ? Although it is unlikely that low-information-recruitment practices will contain enough information to directly influence applicant attraction (Collins & Han, 2004), they are able to increase job information, familiarity, and reputation

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PRINTED RECRUITMENT ADVERTISEMENTS

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? Recruitment websites can be considered as a high-information- recruitment practice that provides detailed and rich information about a potential workplace. ? Use of high-information-recruitment practices increases applicant attraction indirectly through the evaluation of the employer brand ? Using media richness theory, we argue that a website is perceived to be a richer recruitment media than printed ads (confirmed by data).

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RECRUITMENT WEBSITES

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? "Exposure to multiple sources conveying information about the brand will strengthen the associations among nodes in memory" (Collins & Stevens, 2002, p. 1124). ? The interaction of printed advertisements and recruitment websites has a positive influence on (a) employer knowledge (i.e., employer familiarity, employer reputation, and job information) and (b) applicant attraction. confirmed by results

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INTERACTIVE EFFECTS OF PRINT AND WEBSITE

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? Applicant attraction is not directly impacted by websites and print advertisements but is mediated by employer knowledge, ? Websites have a significantly stronger impact on employer knowledge than printed advertisements, ? Printed advertisements supplement the positive effects of websites, and ? The simultaneous use of multiple recruitment activities directly influences applicant attraction.

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IMPLICATIONS

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? Offering encouragement for previously disadvantaged groups to apply ? Selection must be on merit only ? Statements about diversity ? Photographs/text showing people in non-traditional roles, mixed groups ? Assurance that qualified candidates with disability will be interviewed.

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TARGETED RECRUITMENT

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? Application form ? Curriculum vitae ? Letter of application all of the above may be submitted in paper form or online ? Handwritten/typed submission ? Personal call ? Using a standard form gives the organisation control over the types of information given.

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WAYS OF MAKING APPLICATIONS

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? Should be age-neutral ? You may ask about disabilities if the purpose is to facilitate the application and access to work ? Possible to monitor equality and diversity on a monitoring form ? Should not discriminate against people with low levels of literacy, etc. where these are not needed in the job ? Need for data protection.

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AVOIDANCE OF DISCRIMINATION IN FORMS

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? Need to design procedures for: ? Accepting applications phone walk-in electronic post ? Sending out forms and information ? Acknowledgements of receipt.

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ADMINISTRATION OF RECRUITMENT

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? Employer Familiarity: the ability of a job applicant to identify a company as a potential employer ? Employer Reputation: the applicants' perception of how people from their direct and indirect environment assess the company in question. ? Job Information: comprises individual perceptions of specific job and organisational characteristics, such as the career possibilities provided by a company.

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THREE ESSENTIAL DIMENSIONS OF EMPLOYER KNOWLEDGE/BRAND

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? Applicant attraction comprises the set of positive, neutral, or negative attitudes of the applicant and reflects his or her affective perception of the employer (Highhouse et al., 2003).

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EMPLOYER KNOWLEDGE INFLUENCES APPLICANT ATTRACTION

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? Employer Familiarity: the ability of a job applicant to identify a company as a potential employer ? Employer Reputation: the applicants' perception of how people from their direct and indirect environment assess the company in question. ? Job Information: comprises individual perceptions of specific job and organisational characteristics, such as the career possibilities provided by a company.

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THREE ESSENTIAL DIMENSIONS OF EMPLOYER KNOWLEDGE/BRAND

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? A decision-making process combining critical thinking with use of the best available scientific evidence and business information. ? Why? Faulty practices and decision making abound in HR ? 'Do you know the scientific evidence for ANY of the HR practices your company uses?' Answer: no

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EVIDENCE-BASED HR (EBHR)

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? Thinking critically is what good professionals do. ? Wondering what works, what does not and why is the first step towards improving practice. ? Actively exploring alternatives, seeking understanding and testing assumptions about the effectiveness of one's own professional decisions and activities.

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THE ABSENCE OF A QUESTIONING MINDSET

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NEIN NEIN NEIN

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TRUE OF FALSE? Combining managerial judgement with validated test results is optimal for selecting successful new employees.

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NEIN NEIN NEIN

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TRUE OF FALSE? Incompetent people benefit more from feedback than highly competent people.

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NEIN NEIN NEIN

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TRUE OF FALSE? Task conflict improves work group performance while relational conflict harms it.

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NEIN NEIN NEIN

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TRUE OF FALSE? Being intelligent is a disadvantage for performing low-skilled jobs.

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NEIN NEIN NEIN

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TRUE OF FALSE? Integrity tests do not work because people lie on them.

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? What "it" is: 1. Use of the best available scientific evidence from peer-reviewed sources. 2. Systematic gathering of organisational facts, indicators and metrics to better act on the evidence 3. Practitioner judgement assisted by procedures, practices and frameworks that reduce bias, improve decision quality and create more valid learning over time. 4. Ethical considerations weighing the short- and long-term impacts of decisions on stakeholders and society.

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EVIDENCE-BASED HR: IT STARTS WITH YOUR MIND

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? It means questioning assumptions, particularly where someone (including ourselves) asserts some belief as a fact. ? Make your decisions more explicit to reduce decision neglect (not making a decision that needs to be made), to avoid making decisions on auto- pilot (important actions are taken without deliberation) and to increase mindful, deliberate decision making.

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DEVELOPING A QUESTIONING MINDSET: 'WHAT'S THE EVIDENCE FOR THAT?'

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? Doing directed reading on scientific evidence, searching for information on a specific decision, and formulating an answerable question ? Appraise the evidence: Did the researchers use objective and validated measures, questionnaires or other methods? Are important effects overlooked? and Could there be bias?'

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EVERYDAY PRACTICE OF EBHR: MAKING DECISIONS INFORMED BY SCIENTIFIC EVIDENCE MAKING

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Making evidence-based practice organisational and not just personal involves consciousness-raising about the existence and utility of scientific research for HR-related and other management-related decisions.

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INTEGRATING EBHR IN THE WORKPLACE

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? Correlation squared provides variance explained ? Correlation of ;.50 is rare, but ;.30 is desirable ? Correlation is always ;1

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PREDICTING JOB PERFORMANCE

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1ST SELECTION: PERSON-ORGANISATION FIT 1ST SELECTION: COMPETENCES (je crois qu'il a eu de la peine a compter mais c'est pas grave)

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THE PROCESS OF SELECTION

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? At least two people to shortlist applications independently ? Note where applications meet and fall short of the person specification/ competency profile ? Separate all applications according to agreed criteria: suitable/possible/ unsuitable. ? Rank the suitable applications ? Shortlisters confer on person specification/competency criteria only and select suitable number of candidates to call for interview ? Use online screening systems with caution.

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SHORTLISTING

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? Telephone interviews can be used prior to the shortlisting process should be monitored to ensure that they are conducted fairly. ? Face-to-face interviews most popular and most frequently used method of selection poor predictor of future performance when there is inexpert interviewing.

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JOB INTERVIEWS

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? CARE : Tell me about the last time you had to resolve a conflict between colleagues of your team? Context: What was the situation? When? Where? Action: What did you do/say? Role: What was your role/position in this situation? Effect: How do you evaluate the success of your action? Scenarios: Imagine you have to ... Open vs closed questions Simple questions - one thing at a time Focus on behaviour —; Past behaviour predicts future behaviour Ask for examples

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THE PROCESS OF SELECTION SEMI-STRUCTURED INTERVIEWS

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? Gather sufficient information ? Use structured interviews ? Have more than one interviewer ? Only use trained interviewers ? Allow sufficient time ? Conduct the interview in a suitable location.

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ELIMINATING INTERVIEWER ERRORS

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? Arrange for the reception of candidates ? Ensure you have a suitable room ? Review the application forms ? Review the job description and person specification/competency profile ? Prepare the interview questions ? Design an assessment scheme ? Ensure everyone knows what role they have in the process.

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INTERVIEWER SKILLS: PLANNING AND PREPARATION

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? Encourage candidates to talk ? Record the information ? Encourage candidates' questions ? Close the interview ? Evaluate information ? Record and justify decision

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INTERVIEWER SKILLS: GENERAL

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? Selection as a strategic activity ? Interview validity ? Ways of gaining further objective information.

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WHY SUPPLEMENT THE INTERVIEW?

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? Professionally developed and checked ? Standardised administration and scoring ? Maximum performance/habitual performance ? Scores can be related to norms.

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PSYCHOLOGICAL/PSYCHOMETRIC TESTING: CHARACTERISTICS

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? Intelligence ? Ability ? Interest/motivation ? Personality

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PSYCHOLOGICAL/PSYCHOMETRIC TESTING: RANGE

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? Interviews ? Psychological testing ? Assessment centres ? Using references.

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SELECTION METHODS

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PERSONALITY TRAITS INFLUENCE BEHAVIOUR PERSONALITY TRAITS INFLUENCE JOB PERFORMANCE KNOW YOUR STORY, SHAPE YOUR FUTURE EXTRAVERSION VS INTROVERSION SENSING VS INTUITIVE THINKING VS FEELING JUDGING VS PERCEIVING (J'ai l'impression de lire un article de Femme Magazine)

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WHO ARE YOU? (great interview question)

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? Self-reported, nonjudgmental but also not very robust: "there is no wrong type" ? Reports some of your key preferences, tendencies and characteristics (but not all of them) ? Gaining insight into personality --> increases openness to feedback, improves your ability to see others more accurately and appreciate differences. However, Jung Type is NOT a proper assessment instrument. ? You decide how accurate the report is FOR YOU

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YOUR JUNG TYPE

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derived by two independent research teams; Conclusion: human personality traits can be boiled down to five broad dimensions of personality, regardless of language or culture These five dimensions were derived by asking thousands of people hundreds of questions

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? THE BIG FIVE

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(the diagram is basically a bouquet) OPENNESS TO EXPERIENCE (0) CONSCIENTIOUSNESS (2.33) EXTRAVERSION (10.. I mean... it's a highway) AGREEABLENESS (-3) NEUROTICISM (EMOTIONAL INSTABILITY) (1000) (These are your grades if you were wondering)

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THE BIG FIVE MODEL

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Refers to the extent to which a person is good-natured, helpful, trusting, and cooperative Leaders typically have a lower score on agreeableness and a high score is indeed negatively correlated with leadership

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AGREEABLENESS

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? Self-focus makes people more likely to act upon their own preferences ? This makes them to ignore (un)ethical social influences

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POWER LEADS TO more self-focus (trop pas)

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? A method rather than a place ? Uses a range of techniques: Work simulations Group exercises and discussions Psychological tests Interviews Peer assessment and self-assessment.

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ASSESSMENT CENTRES

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? Needs to be well designed ? Acceptance by all parties ? Costly but gains extra information ? Different techniques used need weighting

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ASSESSMENT CENTRES: ISSUES

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? Identify key critical factors of performance ? Choose factors that can be tested appropriately by a work sample ? Identify assessment criteria ? Design the work sample exercise. ? Write instructions for the candidate ? Design the assessment form ? Train the assessors ? If the test is a written one, it may be submitted along with the application form.

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THE PROCESS OF SELECTION CASE STUDIES

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? Poor predictors of performance ? Keep requests to a minimum by placing late in the selection process ? Implications of withdrawing a job offer because of a reference Dependent on skills, perceptions and agenda of the person giving the reference Use to check factual data only? ? Treat with caution!

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REFERENCES

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? Indicate areas on which you want feedback ? Include job description with the letter ? Consider using a questionnaire.

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REQUESTING A REFERENCE

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? The employer does not usually have to provide a reference ? If they do, it needs to be fair and accurate ? Liability if you mislead ? Duty of due care ? Illegal to make discriminatory statements.

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SUPPLYING A REFERENCE

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? Score and rank candidates ? Provide information to aid self-selection ? Communicate with candidates ? Prepare adequate records ? Monitor the process.

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FINAL STAGES

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? Attentional Bias — our perception is affected by our recurring thoughts ? Order effects (primacy - recency effect) — saliency of information based on the timing and order in which they are presented ? familiarity principle — preference for things merely because they are familiar ? Confirmation bias — search for information which confirms one's preconceptions ? Availability bias - results from inaccurately basing the frequency of events on the ease with which they can be recalled to memory ? Halo Effect — tendency for a person's positive (or negative traits) to "spill over" from one personality area

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COGNITIVE BIASES IN SELECTION PROCESSES

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? Behaviour in different contexts 0 = extremely inappropriate 9 = extremely appropriate (you're like a -1)

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BEHAVIOUR APPROPRIATE TO CONTEXT

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? A process which: 'Contributes to the effective management of individuals and teams in order to achieve high levels of organisational performance.' ? 'Establishes shared understanding about what is to be achieved and an approach to leading (Armstrong and Baron, 2004)

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PERFORMANCE MANAGEMENT

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? Performance appraisal ? 360 degree feedback ? Learning and talent development ? Objectives and performance standards ? Measurement ? Pay.

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THE MAIN HR TOOLS AND TECHNIQUES USED IN PERFORMANCE APPRAISAL

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CAUSAL VARIABLES INTERVENING VARIABLES OUTPUT, OR END RESULT VARIABLES

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DETERMINING ORGANISATIONAL EFFECTIVENESS

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? Intervening variables represent the current condition of the internal state of the organisation. ? They are reflected in the commitment to objectives, motivation, and morale of members as well as their skills in leadership, communications, conflict resolution, decision making, and problem solving.

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INTERVENING VARIABLES

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? Causal variables are those factors that influence the course of developments within an organisation and its results or accomplishments. ? These variables are within the organisation's control and can be altered by the organisation.

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CAUSAL VARIABLES

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? Output, or end result variables, are the dependent variables that reflect the achievements of the organisation.

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OUTPUT, OR END RESULT VARIABLES

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? Performance, satisfaction and motivation of a group can be affected by the leader in a number of ways: Offering rewards for the achievement of performance goals. Clarifying paths towards these goals. Removing performance obstacles. ? In short, leaders best influence expectancies (goal paths) and valences (goal attractiveness) when they supply what is missing from a situation.

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HOUSE-MITCHELL PATH-GOAL THEORY

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? A person may do these by adopting a certain leadership style, according to the situation: Directive leadership - Specific advice is given to the group and ground rules are established. Supportive leadership - Good relations exist with the group and sensitivity to subordinates' needs is shown. Participative leadership - Decision making is based on group consultation and information is shared with the group. Achievement-oriented leadership - Challenging goals are set and high performance is encouraged while showing confidence in the groups' ability.

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PATH-GOAL THEORY

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Autocratic 1 Problem is solved using information already available. Autocratic 2 Additional information is obtained from group before leader makes decision. Consultative 1 Leader discusses problem with subordinates individually, before making a decision. Consultative 2 Problem is discussed with the group before deciding. Group 2 Group decides upon problem, with leader simply acting as chair.

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VROOM-YETTON LEADERSHIP STYLES

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? Quality requirement How important is the technical quality of this decision? ? Leader information Do I have sufficient info to make a high-quality decision? ? Structure of the problem Is the problem well structured?

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VROOM-YETTON QUESTIONS RE: DECISION QUALITY

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? Commitment requirement How important is subordinate commitment to the decision? ? Commitment probability If I were to make the decision by myself, is it reasonably certain that it would be committed to the decision? (followers) ? Goal Congruence Do subordinates share the organisational goals to be attained in solving this problem? ? Follower Information Do followers have sufficient info to make a high-quality decision? ? Employee Conflict ? Is conflict among subordinates over preferred solutions likely?

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VROOM-YETTON QUESTIONS RE: DECISION ACCEPTANCE

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? A recent incident involving hacking and data theft prompted the implementation of a new data security system at Listo Systems. A "black box" system will be installed on every PC in the company and will not only affect the way data moves but also who has access to sensitive files. Nearly everyone at Listo Systems will be doing things very differently once the black boxes are in place. ? Cami Machado has worked with Listo Systems for eight years. She is involved in a variety of projects related to "traffic" - the receipt and delivery of clients' jobs. Her work also involves the training and support of the technical staff at Listo Systems. Cami has expressed interest in spearheading the implementation of the new "black box" data security system. Because she has effectively managed traffic flow at Listo for years, she is excited about the opportunity to move into this critical and visible new position. ? Her responsibilities would be similar to those that she has had in the past, but the implementation of this new system will dramatically affect nearly every aspect of Listo's service. The technology is different from what she has used in the past, and the project's scope is much larger. ? Cami has an excellent track record of implementing new hardware and software. She is looking forward to leading this project and the new business opportunities it will help create. However, with this radical change in traffic flow, Cami will have to deal with challenges arising from "people issues." Many technical staff members think that this change is unnecessary. Staff artists worry that it will hinder the creative process. Cami feels confident that she knows how to handle the scheduling and transition aspects of the new security system, but is worried about dealing with employees resisting the change. She is also concerned about losing key creative staff to other agencies where they won't have to put up with all this "black box technology." ? Analyse the situation by asking the following questions: What are the fundamental issues What are the causal variables in this situation? What are the intervening variables in this situation? What are the output or potential output variables in this situation? Fundamental issues: - the big data hack - the employee's reaction (it's unnecessary) --> resistance to change - risk of loosing talent The core of the company is liable to attacks. Their data is endangered. Causal variable: - the decision to implement of the black box technology (in response to the hacking) - company volunteering intervening variable: - the ability for employees to derstand how to implement the tech - the firm is affraid to loose their employees - some believe it isn't necessary, some don't know how to do it output: - ultimately, more security - decrease in creativity - people leaving - demotivated staff The bigger issue: the company wasn't very applied to implement good data security ? What kind of leadership behaviour (or decision making) would be most appropriate in this situation (think from Cami Machado's position): Applying Vroom-Yetton's Model, which decision style would be most appropriate? Apply the tree graph: Y, N, Y, Y --> CI, CII or G2 What do you think is 'missing from the situation' in terms of the path-goal model? What's missing? The goal itself! OMGG ! What is the exact goal? What would be Cami's dominant leader behaviour in this situation according to the path-goal model? Supportive leadership

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CAMI MACHADO AND LISTO SYSTEMS

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Situational Leadership provides leaders with a framework for determining and understanding the relationship between the performance readiness of followers and the most effective leadership style for that situation. Situational Leadership is based on an interplay among the amount of guidance and direction (task behaviour) a leader gives; the amount of socio-emotional support (relationship behaviour) a leader provides; and the performance readiness level that followers exhibit in performing a specific task, function, or objective.

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SITUATIONAL LEADERSHIP

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Situational Leadership contends that there is no one best way to influence people; the most effective leadership style depends upon the performance readiness of the follower(s). Leadership style is more than just the behaviour of a leader when trying to influence others because it's less about how the leader intends to come across and more about how others perceive those leadership behaviours.

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BASIC CONCEPT

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Task behaviour is the extent to which the leader engages in defining roles, providing what, how, when, where, and if more than one person is involved, who is to do what. Relationship behaviour is the extent to which the leader engages in two-way (or multi-way) communications, listening, facilitating, and providing socio-emotional support.

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TASK AND RELATIONSHIP BEHAVIOUR

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Style 1 - S1 - Telling Above average amounts of task behaviour, below average amounts of relationship behaviour Style 2 - S2 - Selling Above average amounts of both task and relationship behaviour Style 3 - S3 - Participating Above average amounts of relationship behaviour, below average amounts of task behaviour Style 4 - S4 - Delegating Below average amounts of both relationship and task behaviour

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LEADERSHIP STYLES

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Readiness level is a combination of ability and willingness. Performance Readiness Level 1 (R1) - Unable and Insecure - the follower lacks ability and confidence, or - Unable and Unwilling - the follower lacks ability and commitment or motivation. Performance Readiness Level 2 (R2) - Unable but Willing - the follower lacks ability, but is motivated to succeed, or - Unable but Confident - the follower lacks ability, but is confident when provided guidance by the leader. Performance Readiness Level 3 (R3) - Able but Insecure - the follower has the ability, but is apprehensive about working alone, or - Able but Unwilling - the follower has ability, but is not willing to use it. Performance Readiness Level 4 (R4) - Able and Willing - the follower has ability and commitment, or Able and Confident - the follower has ability and confidence to perform.

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PERFORMANCE READINESS

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R1:S1 - For followers at Performance Readiness Level 1, the appropriate leadership style is Telling. R2:S2 - For followers at Performance Readiness Level 2, the appropriate leadership style is Selling. R3:S3 - The appropriate style for Performance Readiness Level 3 is called Participating. R4:S4 - The appropriate style for Performance Readiness Level 4 is called Delegating.

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THE APPROPRIATE STYLE

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According to Likert, subordinates seem to respond to genuine high expectations and confidence with attempts to justify those expectations with high performance. An effective cycle is created, with each repetition resulting in higher confidence by the managers and higher performance by subordinates. High expectations Leading to High performance Leading to High(er) expectations etc.

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EFFECTIVE CYCLE

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The same tendency can create an ineffective cycle. When managers concentrate on output variables (production), they often limit their concerns to short-run, task-oriented behaviour. Subordinates respond to these low expectations with low performance, and managers then feel justified in their low expectations and lower them further, and so on. The ineffective cycle is exceedingly difficult to break. Low expectations Leading to Low performance Leading to Low(er) expectations etc.

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INEFFECTIVE CYCLE

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How to increase the task-relevant readiness level of your team? 1st question: What area(s) of this person's job do I want to influence? (i.e what is missing?) Once these factors are identified (quantity and/or quality of production, absenteeism, job safety, etc.), the manager must define good performance in each. Help to increase their readiness in a certain task --> take some risk as you reward increased readiness with decreased task specific behaviour.

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DEVELOPMENTAL CYCLE

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The two steps of the developmental cycle are: reduce the amount of direction and supervision; and respond to adequate performance with increased relationship behaviour. This is called reinforcing successive approximations. Once your team members have developed a moderate level of readiness, you will change from providing increased relationship behaviour to providing decreasing amounts of socio-emotional support. What they view as rewarding has shifted from high relationship behaviour to autonomy and freedom to take ownership of the task.

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DEVELOPMENTAL CYCLE: STEPS

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The regressive cycle is a downward spiral that runs opposite to the development cycle. When an individual or group becomes less effective than in the past, a regressive cycle is in progress. Regressive cycles are often a result of high-strength competing responses in the environment. Needs other than fulfilling organisational goals may become more important to followers during a regressive cycle. A manager's intervention in a regressive cycle should be taken one step at a time.

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THE REGRESSIVE CYCLE

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Regressive interventions should be made as soon as inappropriate behaviour becomes evident to a manager. The longer one waits to respond to a regressive cycle, the greater the likelihood that successive interventions at increasingly lower readiness levels will be necessary to correct the problem.

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TIMING OF INTERVENTION

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Focusing on Performance When working with constructive discipline, make sure not to attack personality, but rather focus on performance. Attacking personality will decrease the probability of working successfully with the person. Be Specific, Do Your Homework When working with constructive discipline, make sure to be specific and not to use glittering generalities. Prior to the intervention, do your homework and gather specific details that will be useful in problem solving. Specificity allows the manager and follower to collaboratively work on developing a solution. Keep it Private Disciplinary interventions need to be kept private. As a guideline, it's a good idea to praise people in public and problem solve in private.

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WORKING WITH CONSTRUCTIVE DISCIPLINE

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Performance management goes well with Purcell's assumptions about: People's abilities The importance of motivation People's responsiveness to opportunities to use their skills and abilities Importance of line managers. (Purcell et al., 2003)

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PEOPLE AND PERFORMANCE MODEL

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Line managers have a crucial role and must ensure that the people or teams they manage: Know and understand what is expected of them Have the skills necessary to deliver on these expectations Are supported by the organisation to develop the capacity to meet these expectations Are given feedback on performance Have the opportunity to discuss and contribute to individual and team aims and objectives. (CIPD, 2014)

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THE ROLE OF LINE MANAGERS IN PERFORMANCE MANAGEMENT

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?To improve current performance ? To provide feedback ? To increase motivation and retention ?To identify potential ? To identify training needs ? To aid career development ? To award salary increases ? To solve job problems ?To let individuals know what is expected of them ?To clarify job objectives. To provide information about the effectiveness of the selection process To aid in career planning and development To provide information for human resource planning To provide for rewards To assess competencies. ?BUT ?Not all these potential uses are compatible with each other.

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POSSIBLE USES OF PERFORMANCE APPRAISAL

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Gives employees feedback on performance Creates opportunity to plan future objectives or workload Judge and helper roles Possible to try to build too much on any one appraisal system Relationship with personal development reviews ('one-to-ones') Integration of objectives and competencies. Problems with appraisal schemes Lack of clear purpose Links with pay Information kept secret from employee Appraiser attacking appraisee's character Being too subjective in judgement Linking to disciplinary process.

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PERFORMANCE APPRAISAL AND THE PM PROCESS

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?Advantages Line managers know about subordinates, their jobs and their performance Creates time for discussion Gives appraisee the manager's attention. ?Disadvantages Personality conflicts Subjectivity Seen by managers as low priority.

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THE ROLE OF LINE MANAGERS IN PERFORMANCE APPRAISAL

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360 degree appraisal Management by objectives SMART objectives Rating scales Behaviourally anchored scales Behavioural observation scales Critical incident review Narrative report.

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TYPES OF PERFORMANCE APPRAISAL

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Preparation and training needed by appraiser and appraisee Privacy and confidentiality Good questioning technique Approach contingent on circumstances Use of IT - online appraisal/record keeping.

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THE APPRAISAL INTERVIEW

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? Based on job description and team/department objectives an employee's "scorecard" is developed in cooperation with his/her team; ? This scorecard includes objectives/targets and measuring criteria (including quality levels) - when all agree (particularly the employee) it is adopted and signed; ? This scorecard is generated as often as possible for the employee (preferably weekly, but at least monthly) - responsibility of employee to discuss in team and/or with manager when needed/wanted; ? Key commitment: no surprises (i.e. immediate update with good and not so good news)

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PERFORMANCE "SELF-APPRAISAL"

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? study examines the effectiveness of the feedforward interview for improving the job performance of employees relative to a traditional performance appraisal interview ? The finding that the feedforward intervention increased performance relative to the performance appraisal indicates that the effect is a relatively enduring one

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LOOKING FORWARD TO PERFORMANCE IMPROVEMENT

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? Performance Appraisal's impact on commitment and work performance are mostly assumed rather than tested. ? 40 percent of the staff were dissatisfied with their PA, including those who received a "good" or "outstanding" rating ? Some have suggested that PA in many cases can be destructive ? The feedforward interview (FFI) is intended to enhance performance and improve manager-subordinate collaboration by focusing on the positive aspects of employee experiences instead of focusing on what is "wrong"

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PERFORMANCE APPRAISAL

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? feedforward: elicit success stories from employees with a view to creating the same facilitating conditions for success in the future. ? Goal is to develop a knowledge base of an employee's best practices for the future through dialogue between a manager and a subordinate (Kluger ; Nir, 2010). ? FFI is based on the theory of appreciative inquiry (link to the positive psychology movement) ? The basic premise is that focus on strengths, successes, and values are transformational and thus facilitate a productive change in behaviour ? FFI protocol was guided by four theoretical considerations: Recalling a specific successful event can generate unique knowledge and new insights Focussing on situations wherein both the employee and the organisation benefit. Active listening encourages win-win outcomes. Motivating force of cognitive discrepancy between interviewees goals and the current state is used to facilitate change.

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THE FEEDFORWARD INTERVIEW (FFI)

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? Change of emphasis from training to learning ? Development implies an ongoing process ? Possibility of informal approaches to learning ? Use of the word talent shows that whoever is identified as having potential should receive appropriate experience and opportunities to continue to develop their skills as they progress.

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LEARNING AND TALENT DEVELOPMENT VS. TRAINING

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prepare for optimal learning present to create an optimal learning encounter integrate and incorporate through practice clear anchoring in the day-to-day job (perform)

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? OPENING up the learner

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Fun - importance of play, experimentation and discovery in learning. Emotion - we require emotion to learn. Positive emotions improve our ability to learn Learning Environment- room lighting, temperature, etc - affects our ability to learn Arts - use arts to express what you are learning and you will learn better Personal Motivation - find something that sparks our interest, connects to the material, and inspires us to learn. Multiple Learning Styles - learning experience reflects different ways of learning. Imagine - ability to visualise enhances our creativity, remember and learn. Self-Concept - the way we think about ourselves enhances/limits our ability to learn. Team - cooperation is key to the learning experience.

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? SPICING UP THE LEARNING

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? Take the NC state learning styles questionnaire: https://www.engr.ncsu.edu/learningstyles/ilsweb.html ? or do this: Make a list of a range of situations where you feel that you have learnt something. ? In each case consider what helped you or motivated you to learn. Was there something that started you learning? What was this? Was there something that encouraged or motivated you to keep learning? What was this? How did you ensure that your learning was thorough and that you would remember it in the future? (Reinforcement of your learning) Did you receive any feedback for your learning? If so how did you obtain this?

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HOW DO YOU LEARN?

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? retain and understand best by doing something active ? "Let's try it out and see how it works" (hope it's not a nuclear physics lab) ? prefer group work ? lectures are hard ? prefer to think about it quietly ?"Let's think it through first" ?prefer working alone

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ACTIVE - REFLECTIVE LEARNERS

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?like learning facts ?routine calculations ?like solving problems by well- established methods ? don't like being tested on material that has not been explicitly covered in class ? prefer discovering possibilities and relationships ?intuitors like innovation and dislike repetition ?don't like courses that involve a lot of memorisation and

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SENSING - INTUITIVE LEARNERS

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? remember best what they see- pictures, diagrams, flow charts, etc. ? get more out of words--written and spoken explanations

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VISUAL - VERBAL LEARNERS

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? to gain understanding in linear steps, with each step following logically from the previous one. ? tend to learn in large jumps, absorbing material almost randomly without seeing connections, and then suddenly "getting it."

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SEQUENTIAL - GLOBAL LEARNERS

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? Activists ? ? ? LEARNING STYLES Like to get involved in things that are happening and to try new things ? Reflectors Prefer to stand back, observe and think ? Theorists Value rationality and logic ? Pragmatists Like to try things out to see if they work in practice. Honey and Mumford (1992)

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LEARNING STYLES

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?There is evidence to question the validity and reliability of many of these questionnaires ?Coffield (2008) analysed 13 of the most widely used questionnaires and found no evidence in the majority that they were either reliable or valid. ?Yet, they are widely used, extremely popular and do provide a basis on which to question, analyse and reflect on your approach to learning

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CRITICISMS OF LEARNING STYLE TYPE QUESTIONNAIRES

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? Improvements in technology allow scientists to see what is happening in the brain as people learn ? Evidence to suggest changes in brain structure as a result of practice and experience and that these continue throughout whole life ? Evidence that physical activity can help learning ? Evidence that computer gaming may help with visual-motor skills and concentration.

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RECENT INSIGHTS INTO HOW PEOPLE LEARN

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Mind mapping Bite-sized learning On-the-job training In-house development programmes E-learning MOOCs Blended learning Mentoring Coaching Learning logs

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MORE RECENT APPROACHES TO L&TD

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? Whether environmental training (individual learning) and organisational learning (collective process of social corporate learning) influence companies' environmental behaviours? and, if so, ? which practice exerts more influence? ? and what is the effect of innovativeness on both methods?

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DEVELOPING PROACTIVE ENVIRONMENTAL STRATEGIES: TWO OPTIONS

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? The results showed that innovativeness is statistically significant and positively related to both ET and OL ? ET and OL both influences the development of proactive environmental strategies (PESs) - hypothesis 5 which stated OL has more influence on the development of PES than does ET, was not supported.

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CONCLUSIONS

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? Specific measures tied to HR performance indicators. Development and use of metrics that can better demonstrate HR's value and track its performance. ? Characteristics of good HR metrics: Are accurate. Are linked to strategic and operational objectives. Have clearly understood calculations. Meet information needs. Can be compared internally and internally. Can be used to drive HR management efforts.

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MEASURING EFFECTIVENESS USING HR METRICS

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revenue per FTE (revenue/regular FTE —> $370K) labour cost per FTE ($ 99K) labour cost revenue percent (labour cost/ revenues —>29.9%) management span of control (headcount/ management headcount: 7.5) turnover rate (total turnover/headcount: 13.9%)

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WORKFORCE METRICS

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? voluntary separation rate (voluntary separations/headcount: 8.7%) ? offer acceptance rate (offers accepted/offers extended: 91%) ? compensation impact of replacement hires (new hire compensation cost/separated employees compensation cost: 108.7%) ? cost per hire (total hiring cost*1.1)/total hires: $2,764) ? 90 day turnover rate (total separations with 0 to 3 months of service/ total hires: 8.5%)q (I'm a bit lost with all this numbers MATE)

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SKILLED LABOR METRICS

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? one or two candidate succession planning depth (number of key roles with 1 or 2 unique successors/ number of key roles) ? high performer turnover rate (high performer turnover/high performer headcount: 5.9%) ? (high potential) promotion rate

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EXISTING TALENT METRICS

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? labor cost revenue percent (regular compensation cost + benefit costs/ revenue: 29.9%) ? variable compensation percent (variable compensation/regular compensation cost: 15.6%) ? healthcare cost per employee (employer contribution healthcare coverage/employees: $9,350 in 2012)

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LABOR COST METRICS

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? HR spend per employee (direct HR costs/headcount: $1,923) ? HR outsourcing cost per employee served (direct HR outsourcing costs/ headcount: $88) ? learning & development investment per employee (total learning & development costs/headcount: $513)

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HR INVESTMENTS METRICS

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? Individual Performance Factors Individual ability to do the work Effort level expended Organisational support ? Performance (P) = Ability (A) x Effort (E) x Support (S)

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INDIVIDUAL EMPLOYEE PERFORMANCE

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Myths About Retention Money is the main reason people leave. Hiring has nothing to do with retention. If you train people, you are only training them for another employer. Do not be concerned about retention during a merger. If solid performers want to leave, the company cannot hold them.

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RETENTION OF HUMAN RESOURCES

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? Any failure to report for work as scheduled or to stay at work when scheduled. ? Involuntary absenteeism Unavoidable with understandable cause (e.g., actual illness) ? Voluntary absenteeism Avoidable without justifiable cause (e.g., feigning illness)

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EMPLOYEE ABSENTEEISM

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nbr of person-days lost through job absence during period / (Average nor of employee) x (nbr of work days) x 100 MAATHHSS !!!!!!!! (or kinda, but i'm happy with that) ? Other Measures of Absenteeism: Incidence rate—absences per 100 employees each day Inactivity rate—percentage of time lost to absenteeism Severity rate—average time lost per absent employee during a specified period of time

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MEASURING ABSENTEEISM

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nor of employee separation during the month / total nor of employee at mid month x 100 ? Computing the Turnover Rate: Costs of Turnover Separation costs Replacement costs Training costs Hidden costs

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MEASURING TURNOVER

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? Total Rewards ? retain them. NATURE OF TOTAL REWARDS AND COMPENSATION Monetary and non-monetary rewards provided to employees in order to attract, motivate, and ? Rewards System Strategic Objectives: Legal compliance with all laws and regulations Cost effectiveness for the organisation Performance enhancement for the organisation Performance recognition and talent management for employees

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NATURE OF TOTAL REWARDS AND COMPENSATION

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Traditional Approach Compensation is primarily base pay Bonuses are for executives only Fixed benefits tied to long tenure Pay grade progression is based on organisational promotions One organisation-wide pay plan for all employees Total Rewards Approach (your field of expertise) Variable pay used with base pay • Annual/long-term incentives provided to all employees Flexible and portable benefits offered • • Knowledge-based broad-bands determine pay grades • Multiple pay plans consider job family, location, and business units

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COMPENSATION APPROACHES

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? There is a crucial flaw in pay-for-performance plans... They don't pay for performance with integrity; ? Corporations face unceasing pressures to make the numbers by bending the rules, and an integrity miss can have catastrophic consequences; ? The task is to fuse high performance with high integrity at all levels

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THE FATAL FLAW IN PAY FOR PERFORMANCE...

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Individual vs. Team Rewards

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COMPENSATION SYSTEM DESIGN ISSUES

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? Pay Survey ? ? ? PAY SURVEYS Collection of data on compensation rates for workers performing similar jobs in other organisations. ? Benchmark Jobs Jobs found in many organisations. ? Internet-Based Pay Surveys Pay survey questionnaires are distributed electronically rather than as printed copies.

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PAY SURVEYS

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? Job Family A group of jobs having common organisational characteristics. ? Common Pay Structures Hourly and salaried Office, plant, technical, professional, managerial Clerical, information technology, professional, supervisory, management, and executive ? Pay Grades Groupings of individual jobs having approximately the same job worth. ? Market Banding Grouping jobs into pay grades based on similar market survey amounts. ? Market Line Shows relationship between job value as determined by job evaluation points and job value as determined by pay survey rates. Shows distribution of pay for the surveyed jobs, allowing a linear trend line to be developed by the least-squares regression method.

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PAY STRUCTURES

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? Broad-banding ? ? The practice of using fewer pay grades having broader pay ranges that in traditional systems. Benefits - - - - - Encourages horizontal movement of employees Is consistent with trend towards flatter organisations Creates a more flexible organisation Encourages competency development Emphasises career development

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PAY RANGES

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Rates Out of Range Red-Circled Employees - Green-Circled Employees - ? Pay Compression A situation in which pay differences among individuals with different levels of experience and performance in the organisation becomes small.

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INDIVIDUAL PAY

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ALGEBRA ?!?!?! je suis gatee

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PAY ADJUSTMENT MATRIX

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? Distributing Rewards Same-size reward for each member Different-size reward for each member ? Problems with Group/Team Incentives Rewards in equal amounts may be perceived as "unfair" by employees who work harder, have more capabilities, or perform more difficult jobs. Group/team members may be unwilling to handle incentive decisions for co-workers. Many employees still expect to be paid according to individual performance.

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GROUP/TEAM INCENTIVES

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? The intuitive logic for performance-based compensation is to motivate individuals to increase their efforts and the output of their labour. Lazear (2000) showed that a large company that, under new management, moved from hourly ? wages to piece-rate pay, increased productivity by a dramatic 44 percent ? high performance- contingent incentives rests on two assumptions: (1) that increasing performance-contingent incentives will increase motivation and effort, and (2) that this increase in motivation and effort will result in improved performance.

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PERFORMANCE-BASED PAY

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? Increased motivation can result in a decrement in performance shifting control from 'automatic' to 'controlled' processes that are less effective Attentional focus can be detrimental for tasks that involve insight or creativity

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"CHOKING UNDER PRESSURE"

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? Decisions Affecting Benefit Design: How much total compensation? What part of total compensation should benefits comprise? What expense levels are acceptable for each benefit? Which employees should get which benefits? What are we getting in return for the benefit? How will offering benefits affect turnover, recruiting, and retention of employees? How flexible should the benefits package be?

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BENEFITS DESIGN

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? Benefits as a percentage of payroll (pattern over a multi-year period) ? Benefits expenditures per full-time equivalent (FTE) employee ? Benefits costs by employee group (full-time vs. part-time, union vs. nonunion, office, management, professional, technical, etc.) ? Benefits administration costs (including staff time multiplied by the staff pay and benefits costs per hour) ? Health-care benefits costs per participating employee

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COMMON BENEFITS METRICS

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Absence from danger and avoidance of injury

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Safety

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Something that could cause harm to someone

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Hazard

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The chances of the hazard actually resulting in harm.

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Risk

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People's mental and physical needs and ability to cope with life.

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Wellbeing

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Good health - being physically and mentally well, with body and mind in excellent working order.

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Health

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Sometimes employers are reluctant to spend money on safety improvements as they don't feel this is justified. There are, however, costs associated with accidents. List the possible costs of accidents at work.

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RELUCTANT

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? Cost of lost time and production due to absence caused by injury ? Cost of lost time and production due to dealing with the injury ? Cost of replacement worker or training the replacement ? Cost of replacing broken machinery or unsafe machinery or equipment. ? Cost of compensation to injured employee ? Higher insurance premiums ? Costs involved in investigation ? Costs of fines or imprisonment ? Cost of poor morale ? Costs of people not willing to work for the organisation because of its poor reputation for safety.

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COSTS TO THE EMPLOYER OF ACCIDENTS AT WORK

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? To ensure the health, safety and welfare of employees ? To ensure that the workplace itself is safe; that the equipment has been maintained correctly and work is safely organised ?To ensure that accidents do not occur because of incorrect handling, storage or transportation ?To ensure that there is training, supervision and information about health and safety ? To ensure that the workplace itself is maintained adequately and that there are safe ways to get into and out of the buildings ? To ensure that welfare provisions are adequate. ? To take responsibility for their own health and safety, and for any health and safety problems which might be caused to colleagues ? Not to recklessly interfere with or misuse any machinery, equipment or processes ? To cooperate with employers about health and safety initiatives.

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DUTIES EMPLOYERS (he said duties hihi)

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? All organisations that employ more than five employees must have a safety policy. ? It should be a practical document that shows how the arrangements for health and safety are to be carried out. ? It should be clearly written and should be easily available to any employee.

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SAFETY POLICY

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? To address problems with productivity, standards of work, attendance and turnover ? To meet legal obligations to ensure the health, safety and welfare of employees ? To avoid the development of disciplinary problems ? To maintain good employee relations.

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EMPLOYER INVOLVEMENT IN EMPLOYEE WELLBEING

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? The need to create a culture in which health and safety are seen to be important to the organisation. ? Commitment from the top to the achievement of progressively higher standards as expressed in the mission statement and safety policy. ? Managers PLAN, DO, CHECK and then ACT on findings.

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THE HRM APPROACH TO HEALTH, SAFETY AND WELFARE

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? Nowadays line managers may handle cases, especially in early stages. ? However HR specialists may be involved in: devising the procedures; providing specialist advice; ensuring that everyone is aware of the procedures and acts consistently; ensuring that line managers are suitably trained; monitoring the effectiveness of the procedures.

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THE ROLES OF THE HR MANAGER AND THE LINE MANAGER RE: DISCIPLINE AND GRIEVANCE

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? time being lost to prepare for the tribunal; ? the time lost at the tribunal; ? disruption caused as witnesses are called; ? the bad publicity for the organisation itself; ? employee's leaving; ? the poor employee relations likely to ensue because of unfair handling of a disciplinary situation.

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A FAIR DISCIPLINARY PROCEDURE WILL HELP AVOID EXPENSES OF:

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? be in writing; ? be non-discriminatory; ? provide for matters to be dealt with speedily; ? allow for information to be kept confidential; ? tell employees what disciplinary actions might be taken; ? say what levels of management have the authority to take the various forms of disciplinary action.

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GOOD DISCIPLINARY PROCEDURES SHOULD:

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? Require employees to be informed of complaints against them, and of supporting evidence, before a disciplinary hearing ? Give employees a chance to state their case before management reaches a decision ? Provide employees with the right to be accompanied ? Provide that no employee is dismissed for a first breach of discipline, except for gross misconduct.

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ALSO, GOOD DISCIPLINARY PROCEDURES SHOULD:

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? Require management to investigate fully before any disciplinary action is taken ? Ensure that employees are given an explanation for any sanction and allow employees to appeal against a decision ? Apply to all employees, irrespective of their length of service, status or say if there are different rules for different groups.

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FINALLY, GOOD DISCIPLINARY PROCEDURES SHOULD:

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? Informal actions ( ;))))) ) ? Formal actions ? Inform the worker of the result ? Appeals procedure ? The nature of gross misconduct ? Records ? Mediation at each stage is recommended

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THE DISCIPLINARY PROCEDURE ( ;) )

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? Normally the most appropriate way of dealing with alleged minor misconduct or unsatisfactory performance ? May just involve the supervisor or manager having a quiet word with the individual ? Can be a quick and easy way of sorting out a problem. (you would know)

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INFORMAL ACTION

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? Investigation ? Letter with supporting documents ? Meeting No disciplinary action Disciplinary actions - - - ? Appeals procedure ? Records

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FORMAL ACTION

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? ? ? ? ? ? ? Theft Deliberate damage Fraud Incapacity to work because of drugs or alcohol Physical assault Sexual harassment Racial harassment Serious infringement of health and safety rules.

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OFFENCES WHICH MIGHT LEAD TO DISMISSAL FOR A FIRST OFFENCE

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?grievances are concerns, problems or complaints that employees raise with their managers. ?Employees need to know they can seek redress ?They need to know grievances will be treated fairly and promptly ?Procedures avoid poor employee relations and other knock-on effects.

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GRIEVANCE PROCEDURES

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? Both concerned with justice and fairness ? Difference in power relationship between the complainer and the complainee.

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DISCIPLINE VS. GRIEVANCE

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? Worker raises his/her grievance in writing with the immediate supervisor and an initial meeting is held ? If the grievance is not resolved, the worker requests meeting with the more senior management ? If still not satisfied, the worker should raise the grievance with a higher level manager ? Employers should ensure worker is aware of right to be accompanied at meeting in some circumstances ? Mediation is possible at every stage.

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STAGES IN A GRIEVANCE PROCEDURE

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? The ending of a person's employment ? Special cases: Fixed-term contracts Constructive dismissal

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DISMISSAL

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? Conduct ? Lack of capability or lack of qualification ? A statutory requirement ? Some other substantial reason ? Redundancy.

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POTENTIALLY FAIR GROUNDS FOR DISMISSAL

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? Need to have fair grounds for dismissal ? Follow fair procedure for handling dismissal in a fair way ? But the dismissed person may see what is reasonable or fair differently! ? Need to keep clear records.

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NEED TO ACT REASONABLY

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? Most common reasons for dismissal ? Most common causes of unfair dismissal claims ? Ranges from acts of gross misconduct to repeated acts of minor misconduct.

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GROUNDS FOR DISMISSAL - CONDUCT

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? Lack of qualifications ? Incompetence or poor performance ? Illness but needs to make reasonable adjustments for disabled persons to keep their jobs.

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GROUNDS FOR DISMISSAL - CAPABILITY

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? A statutory requirement where employer would break the law in continuing to employ that person E.g. employee without work permit or under age ? Some other substantial reason A genuinely fair reason for dismissal which doesn't fit into other categories E.g. the end of a temporary contract.

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FURTHER GROUNDS FOR DISMISSAL

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? Three main circumstances: The whole business closes Part of the business or a particular workplace closes Less need for a particular type of work, leading to some employees being surplus to requirements.

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GROUNDS FOR DISMISSAL - REDUNDANCY

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? Breach of contract by employer e.g. not giving a correct period of notice ? No qualifying length of service ? Unlike claims of unfair dismissal, there is no qualifying length of service required for eligibility to bring a case of wrongful dismissal.

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WRONGFUL DISMISSAL

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? Length of service, but only if it is one element in a range of criteria ? Attendance records ? Skills, competencies and qualifications ? Disciplinary records ? Work experience ? Performance records.

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SELECTION FOR REDUNDANCY

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? Individual consultation ? Offer of suitable alternative jobs if available ? Time off for job searching or retraining ? Redundancy pay.

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RIGHTS OF REDUNDANT EMPLOYEES

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? The process whereby the employer actively helps the employee to come to terms with the redundancy and assists in the process of finding a new job or developing a new career.

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OUTPLACEMENT

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? Personal counselling ? Career counselling ? Job search facilities ? Facilities for making applications ? Help with CVs/applications ? Psychological testing ? Interview skills practice ? Direct contact with prospective employers ? Interview facilities.

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ELEMENTS OF OUTPLACEMENT

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? Improved morale for remaining employees. ? Key staff are more likely to remain with the organisation if they see that other employees are treated well even in a redundancy situation. ? Good public relations with the local community will be less likely to be affected by the redundancies if they have been handled well. ? There may be fewer problems with objections from trade unions if a good outplacement service is provided.

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OUTPLACEMENT: ADVANTAGES FOR THE EMPLOYER

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? Layoffs, the conventional wisdom goes, are a necessary evil during economic downturns. ? The problem is, the conventional wisdom is wrong. ? even as layoff numbers reached record levels, most companies weren't downsizing

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LAYOFFS

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? a small group of poorly performing companies accounted for the vast majority of firings, and their experience shows that reactive downsizing can backfire. ? Just 22 downsizers of the S&P500 cut 15% or more of their employees, accounting for 40% of the total cuts.

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SMALL GROUP

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? The layoff numbers reported by companies, moreover, may have been exaggerated. ? Companies may overstate staff cuts, because many managers assume that shareholders like layoffs, seeing job cuts as a signal that the company is serious about controlling costs. ? But the research tells a different story. More often than not, investors interpret downsizing as a symptom of mismanagement or eroding demand.

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EXAGGERATED NUMBERS

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