This preview shows page 1. Sign up to view the full content.
Unformatted text preview: * * * MAKING BUSINESS WORK SESSION 20 * * * SESSION 20 GOALS AND OBJECTIVES To examine more issues and challenges of managing human capital. Lecture Materials: Text Chapters 11 & 12 12-2 * * * SO LET'S TALK ABOUT PREVIOUS SESSIONS AND MATERIAL! ANY QUESTIONS?
12-3 * * * LET'S TALK CURRENT EVENTS (WSJ) 12-4 * * * LET'S FINISH UP THE MATERIL FROM OUR PREVIOUS SESSION * * * Now for Our New Topic(s) P-6 * * * Issues in Managing People * * * HR Challenges Shortages Unskilled Workers Undereducated Workers Shift in Workforce Composition Laws & Regulations Single-Parent & TwoIncome Families Attitudes Toward Work Continued Downsizing Overseas Labor Pools Customized Benefits Employees With New Concerns Decreased Loyalty
10-8 * * * Determining HR Needs
1. Prepare HR Inventory 2. Prepare Job Analysis Job Description Job Specification 3. Assess HR Demand 4. Assess HR Supply 5. Establish Strategic Plan 10-9 * * * Recruit Select Hiring Process Train/Develop Orientation OJT Apprenticeship Off-The-Job Training Online Training Vestibule Training Job Simulation Application Form Interview Test Investigate Examine Probation 10-10 * * * HR Executives' Recruiting Preferences Note: Multiple responses allowed Source: USA Today 10-11 * * *
2% Applicants' Mistakes
14% Resume Cover Letter
32% Reference Checks Interview Follow-up Screening Call 6% 7% 9% 9% 21% Other Do Not Know Source: USA Today 10-12 * * *
18% Interviewing Mistakes
Little/No Knowledge of Company Unprepared to Discuss Career Plans Limited Enthusiasm No Eye Contact 25% 49% Unprepared to Discuss Skills/Experience Source: USA Today 10-13 * * * Number Interviewed to Find Quality Hire
One 2 to 3 4 to 6 7 to 10 More than 10 0% 10% 20% 30% 40% 50% Source: USA Today, January 24, 2005 10-14 * * * Important Factors When Phrasing Interview Questions Language Relevance Information Level Complexity Information Accessibility Source: University of Central Arkansas 10-15 * * * Training & Development Assess Needs Design Training Evaluate Effectiveness
10-16 * * * Training Methods
1. Employee Orientation 2. On-The-Job 3. Apprenticeship 4. Off-The-Job 5. Online 6. Vestibule 7. Job Simulation
10-17 * * * Management Development On-The-Job Coaching Understudy Job Rotation Off-The-Job Courses & Training
10-18 * * * Performance Appraisal
1. Establish Standards 2. Communicate Standards 3. Evaluate Performance 4. Discuss Results 5. Take Corrective Action 6. Use Results to Make Decisions
10-19 * * * What's This 360 Stuff? 10-20 * * * Employee Retention Compensation Individual Team Flextime Core Time Compressed Workweek Fringe Benefits Job-Sharing Home-Based & Mobile Work 10-21 * * * Compensation & Benefits Program Objectives Attract the right people Employee incentives Retain valued employees Maintain competitiveness Financial security for employees
10-22 * * * Salary Pay Systems Bonus plans Profit-sharing plans Gain-sharing plans Stock options Hourly wage and daywork Piecework system Commission plans 10-23 * * * Vacation Days Per Year
Italy France Germany Brazil UK Canada Korea Japan USA 0 10 13 20 30 40 50
10-24 42 37 35 34 28 26 25 25 * * * Scheduling To Meet Employee Needs Flextime Plans Home-Based & Other Mobile Work Job-Sharing Plans 10-25 * * * Number of Hours Americans Work Per Week
51+ Hours 18% 129 Hours 3039 Hours 10% 10% 4650 Hours 16% 40 Hours 34% 4145 Hours 12%
Source: USA Today 10-26 * * * Telecommuting: Affect on Career
6% 25% 39% No Affect Help Hurt Not Sure/No Answer 30% Source: USA Today 10-27 * * * Benefits of Job-Sharing Opportunities for wanting to work only part-time High level of enthusiasm and productivity Reduced absenteeism and tardiness Ability to schedule in peak demand period Retention of experienced workers
10-28 * * * How Employers Are Becoming Flexible
Go Out Of Their W ay to Accommodate Childcare I ssues Offer Flexible W ork Schedule Permit Time Off To Deal W ith Personal I ssues Employees Schedule Their Ow n Vacation 0%
Source: insala.com, April 2005 20% 40% 60% 80% 100%
10-29 * * * Benefits of Providing Flexibility
Higher Employee Retention Higher Employee Job Satisfaction Better Relations With Workers 0%
Source: Insala.com, April 2005 20% 40% 60% 80% 100%
10-30 * * * Why is Retention Important? Employee turnover could cost up to 40% of a company's annual profits The average company loses $1 million with the loss of every ten managerial employees Turnover costs are 50%-100% of the exemployees' annual salary
Source: insala,com, April 2005 10-31 * * * Employee Movement Promotion/Reassignment Termination Retirement Resignation 10-32 * * * HR Laws Civil Rights Act (1964) Age Discrimination Act (1967) Equal Employment Opportunity Act (1972) Affirmative Action Reverse Discrimination Civil Rights Act (1991) Americans with Disabilities Act (1990) Social Security Act (1935) Occupational Safety and Health Act (1970) Employment Retirement Income Security Act (1974)
10-33 * * * Implementing EEOC Which statements are T/F?
1. It's OK to ask any applicant whether he or she has an automobile. 2. It appropriate to ask applicants to attach photographs. 3. During interviews, it's not appropriate to ask an applicant his/her age. 4. It's appropriate to ask if an applicant is a naturalized citizen. 5. It's not appropriate to ask an applicant about past work experience.
10-34 * * * Implementing EEOC Which statements are T/F?
6. You may ask an applicant to indicate what foreign languages he/she can read, write or speak fluently. 7. It's appropriate to ask an applicant if he/she has an arrest record. 8. It's OK to ask whether the applicant is physically able to lift heavy weights. 9. It's appropriate to ask women questions about their children. 10. You have the right to ask an applicant for names of work-related and personal references.
10-35 * * * Companies' Aid to Disabled Employees
Renovate Workplace Job Reassignments Change of Hours Change of Responsibilities 0% 10% 20% 30% 40% 50% Source: USA Today 10-36 * * * People, People, and People! 12-37 * * * U.S. Workers Unionized
25.0% 20.0% 15.0% 10.0% 5.0% 0.0% 1983 1985 1990 1995 2000 2002 2005
Source: Bureau of Labor Statistics News, January 20, 2006 Source: 20.1% 18.0% 16.0% 14.9% 13.5% 13.2% 12.5% 12-38 * * * Union Involvement
Why Employees Join Unions Pro-union attitudes Poor management/ employee relations Negative organizational climate Poor work conditions Union's reputation Job security Why Employees Don't Join Unions Anti-union attitude Good management/ labor relations Positive organizational climate Good work conditions Union's reputation Peer pressure 12-39 * * * History of Labor Unions Craft Union Organized Knights of Labor AFL Organized Industrial unions CIO Organized AFL/CIO
12-40 * * * Legislation & Collective Bargaining Norris-La Guardia Act National Labor Relations Act Fair Labor Standards Act Labor-Management Relations Act Labor-Management Reporting and Disclosure Act
12-41 * * * CurrentUnion Membership by Industry
40.0% 35.0% 30.0% 25.0% 20.0% 15.0% 10.0% 5.0% 0.0%
Source: Bureau of Labor Statistics News, January 20, 2006 Manufacturing Construction I nformation Transportation Government 12-42 * * * Objectives of Organized Labor 1970s- Pay/Benefits 1980s- Job Security & Union Recognition 1990s-2000s- Job Security/ Global Competition
12-43 * * * Organized Labor Issues Union Security Clauses Closed Shop Union Shop Agency Shop Right-To-Work Laws & Open Shop 12-44 * * * Grievance Resolution Process 12-45 * * * Mediation/Arbitration Bargaining Zone Mediation/Mediatorsuggestions Arbitration- binding decision 12-46 * * * Union Tactics Strike Cooling-off Period Boycott Primary Secondary 12-47 * * * Management Tactics Lockouts Injunction Strikebreakers 12-48 * * *
New York Most Unionized States Hawaii Alaska Michigan New Jersey 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% Source: Investor's Business Daily, January 24, 2006 12-49 * * *
S. Carolina Least Unionized States N. Carolina Arkansas Virginia Utah 0.0% 0.5% 1.0% 1.5% 2.0% 2.5% 3.0% 3.5% 4.0% 4.5% 5.0% Source: Investor's Business Daily, January 24, 2006 I 12-50 * * * Controversial Employee -Management Issues Executive Compensation Pay Equity Sexual Harassment Child Care Elder Care Drug Testing Violence in Workplace 12-51 * * * Executive $ Let's Look at 2005 CEOs of 500 biggest companies received an aggregate 6% pay raise. Average paycheck: $10.9 million Top 3 earners: Richard Fairbanks, Capital One Financial, $249.3 million Terry Semel, Yahoo!, $231 million Henry Silverman, Cendant, $140 million
Source: Forbes, April 20, 2006 12-52 * * * CEO Pensions
CEO Lee R. Raymond Henry A. McKinnell Edward E. Whitacre Jr. William W. McGuire Company Name Exxon Mobil Corp. Pfizer Inc. AT&T Inc. UnitedHealth Group Inc. Home Depot Inc. Pension Value $8.1M $6.5M $5.4M $5.0M Robert L. Nardelli $4.6M Source: www.aflcio.org 12-53 * * * Equal Pay Act Based On... Skill Effort Responsibility Working Conditions Establishment
12-54 * * * (What women of various races earn, compared with a dollar earned by a white male) Earnings Gap Hispanic NativeAmerican AfricanAmerican White AsianAmerican 0.00 0.20 0.40 0.60 0.80 Source: Business Week, June 7, 2004 Source: 12-55 * * * 1. Two colleagues walk by you as one delivers the punch line to a very dirty joke. You feel the joke is inappropriate. Is this sexual harassment under the law? 2. An employee meets with you and tells you that, five years ago, a then-supervisor was sexually harassing him. What do you do? 3. An employee thinks she may have been sexually harassed. She explains the circumstances to you and asks, "Wouldn't you be upset?" What should be your response? You Make the Call Sexual Harrassment 12-56 * * * You Make the Call
4. You're investigating a sexual harassment claim, and all five of the witnesses you've interviewed so far have backed up the claim of sexual harassment. Should you continue to interview others? 5. After conducting a thorough investigation, you conclude that sexual harassment has not taken place. What's next? 12-57 * * *
Police Officers Privat Security Guards Taxi Drivers Prison Guards Bartender Amount Injured Per Every 1000 Workers 0 50 100 150 200 250 300 350 Source: Crimeprevention.rutgers.edu 12-58 * * * QUESTIONS? 12-59 * * * SESSION 20 GOALS AND OBJECTIVES To examine more issues and challenges of managing human capital. Lecture Materials: Text Chapters 11 & 12 12-60 * * * LET'S TALK ABOUT YOUR NEXT CLASS!
Mr. Kemp * * * Information Technology
Faculty: Mr. Nelson Management of Information Technology Professor of MIT 325 Rouss Hall [email protected]
View Full Document
This note was uploaded on 02/23/2012 for the course COMM 100 taught by Professor Kahn during the Fall '10 term at Virginia Tech.
- Fall '10