Human Resources

The topic of human resources as it relates to Quantum Soteriology

JSA's Opinion

Human Resources is the study of managing humans in business. We are all humans, created by the Lord God, and thus all humans will become believers in Christ Jesus through faith alone and be saved, transformed and given a glorified body in Heaven.

1 Cor. 15:54-58 "It shall come to pass the saying that is written: `death is swallowed up in victory. Oh, Death, where is your sting Oh, Hell (Hades) where is your victory.'

The big five is a personality model. A way to understand others’ tendencies and preferences. Measures personality traits on a continuum from low to high, which allows us to be more precise

“We are both extraverted but I am more extraverted than you” Emotional stability

Extraversion

Openness to experiences

Agreeableness

Conscientiousness

Emotional stability = Your general tolerance to stress. The higher your emotional stability, the higher your tolerance to stressors.

Extraversion = Your tolerance to sensory stimulation. And people provide a lot of stimulation.

Openness to experiences = Tolerance for “new stuff”. Some folks love anything that is new and different. Others may prefer the tried and true, the practical.

Agreeableness = Our comfort level collaborating with others. And our comfort with debate, disagreement, going against the status quo.

Conscientiousness = Your tendency to go straight towards your goals. Some people are super focused, others are more flexible and spontaneous.

Personality impacts how we perceive the world and interact with others.

Self-efficacy is the belief in your own ability to succeed in achieving a goal – having the confidence to know you can do whatever you set your mind to by managing how you think, feel and behave.

This can be helpful in breaking a goal down into individuals step so it’s not massively daunting. Help keep your emotions, thoughts and feelings under control.

Tips: Recalling times in the past when you succeeded through your own hard work. Watching other people succeed in their goals. Helpful feedback from others helps self-advocacy grow stronger. (Having someone you trust encourage you can help you overcome your own self doubts.) Mentally visualize yourself solving a task. Learn how to read your own body and emotions, positive vibes, be optimistic. Increases growth mindset, perseverance, sense of agency and self-regulation.

Big Five Dimensions of Personality (Ocean)

Openness

Conscientiousness

Extraversion

Agreeableness

Neuroticism

Self-monitoring, where some people adapt and others say “this is who I am” and refuse to change. This idea boomed in the 70s with Mark Snyder’s work. The issue is about fidelity to our beliefs and the current debate about authenticity. High self-monitors are those who will adapt themselves to the current situation. So, at a party they’ll socialize and at a funeral they’ll be somber. Low self-monitors will act on the basis of their own beliefs and their own personality traits. So if they’re feeling particularly somber at a party they’ll say “that’s the way who I am”.

Low monitors see stand-up chameleons (high monitors) as having no character. High monitors see those who are rigidly themselves (low monitors) as having no humanity.

High monitors are very adaptive as long as it doesn’t blend itself into aesthetic character disorder where you’re so imbued with the demands/delights/aesthetics of the situation that you will act in ways that go against your core values. Some politicians have been accused of having this.

There’s no “one-size-fits-all” personality for leaders. There’s rather a diverse set of key factors that allow you to empower the most virtuous forms of your own personality. The capacity to listen. The capacity to say “I’ve listened I must act”. The capacity to show alacrity, moving in and dealing with the situation instead of puzzling all Hamlet-like and being not so sure.

Isaiah 65:1 God "reveals Himself by those who did not ask for Him: He was found by those who did not seek Him."

Co-workers who never say positive things can suck the energy from a brainstorming session with only a few choice comments. It’s an emotional contagion, their negativity can contaminate even good news and travels to others like a virus. (Affect = emotion in organizational behaviour studies). This is important since employee’s moods, emotions and overall dispositions have an impact on job performance, decision making, creativity turnover, teamwork, negotiations and leadership.

Over past 30 years, an “affective revolution” has happned, where academics and managers have come to realize just how important employees’ emotions are to the happenings of an organization.

Lam. 3:21-24 "Through the Lord's mercies we are not consumed, because His compassions FAIL NOT. They are new every morning. Great is your faithfulness."

Discrete, short-lived emotions, such as joy, anger, fear and disgust.

Moods, which are longer-lasting feelings and not necessarily tied to a particular cause. A person is in a cheerful mood, for instance, or feeling down.

Dispositional, or personality, traits, which define a person’s overall approach to life. “She’s always so cheerful,” or “He’s always looking at the negative.”

Even a quick frown can affect mood. Emotional labor is where employees regulate public displays of emotion to comply with certain expectations. Part is “surface acting” where a tired and stressed airline customer service agent forces himself to smile and be friendly. “Deep acting” is where employees exhibit emotions they have worked on feeling. The airliner worker here sympathizes with customers and shows emotions that suggest empathy. Second way is healthier since there’s less stress and burnout. Helps avoid emotional exhaustion that comes from “playing a role”.

Gen. 12:3, 28:14 "ALL the families of the earth shall be blessed."

If company losing money, manager can convey positive and authentic emotions saying “I know you’re worried, things aren’t looking good, but we have a way out of this and can work on it together”. Employees will appreciate the honesty and be comforted by the optimism.

Emotional intelligence is where employees treat emotions as valuable data. Like how a manager has a brilliant idea, but will wait to say it until the afternoon where the boss is less sleepy. Positive people do better in the workplace, they process more efficiently, taking in information willingly. While you can’t change your coworkers moods, you can avoid catching a negative mood by being prepared in advance if there’s the one person that shoots down everyone’s ideas.

Emails and instant messages online are easy to misunderstand since they have no facial expressions, intonation and body language. People tend to be overconfident about their ability to convey emotion through an email.

Gen. 18:18 "ALL the nations of the earth shall be blessed."

Extroverts use more diminutive names. Charles to Charlie to Chuck to Chuckles-baby. For introverts it remains Charles until you reach a more intimate level. Teacher who’s introverted becomes extroverted when passionate about project. Introverted mom acts extroverted at daughter’s birthday party for fun but then goes to regular niche at home. Versus extroverted mom who, after daughter’s birthday party, has another party at home.

Locus of control = The location of control of your success and happiness. Two types of people, those with internal locus of control (ILoC) and those with external locus of control (ELoC). ELoC looking out window, ILoC looking into mirror. ELoC believes they are a reflection of the world around them. They believe that their success and happiness is shaped by external conditions. ILoC believes their success and happiness is shaped by internal decisions.

Introverts need time to recharge after socializing. Dopamine and acetylcholine are the chemicals responsible for this. Meeting new people and doing new things increases dopamine and makes extroverts feel great. Introverts are more sensitive to dopamine and get quickly over-stimulated. Introverts prefer more slow-burn feeling when our brains release acetylcholine which happens when we concentrate, read or focus our minds. Makes introverts feel relaxed, alert and content. Sliding scale of course.

2 Corinthians 10:1

I, Paul, myself entreat you, by the meekness and gentleness of Christ—I who am humble when face to face with you, but bold toward you when I am away!—

Taylorism = The principles of scientific management.

For charts like Power Distance and Individualism Values, are there any countries we should know specifically, like Canada or US or specific outliers.

You should just know an example of a collective and an individualistic country. Like, Phillipines Collective, US individualistic. Won’t ask specific multiple choice of “Name this country”

There’s also the Occupations plotted chart based on emotional labour and cognitive demands, so what should I focus on there?

Here, you don’t need to know the specific jobs, just for real life reference. Like, oh yeah I can see a nurse having high emotional stress because they deal with a lot of clients. Just understanding how the emotional labour and cognitive demands play a role in jobs.

Overall Satisfaction

Is it someone’s overall feelings towards the job? Diamond has different facets. What were some facets of the job you liked, what were facets you didin’t like. Golf worker, happy being paid, sad dealing with grumpy customer. Satisfaction is when you put all those facets together, you get that overall satisfaction. That’s the different between overall satisfaction and facet satisfaction.

Ezekiel 28:13

You were in Eden, the garden of God; every precious stone was your covering, sardius, topaz, and diamond, beryl, onyx, and jasper, sapphire, emerald, and carbuncle; and crafted in gold were your settings and your engravings. On the day that you were created they were prepared.

Revelation 21:11

Having the glory of God, its radiance like a most rare jewel, like a jasper, clear as crystal.

What determines job satisfaction? What is discrepancy theory.

Job satisfaction is the discrepancy between the outcomes you want and the outcomes you obtain. Discrepancy is the gap. Job at golf course, they pay me this, they give me this, train me on different equipment. Things that you want in that job. You want to be treated well, you want a good reference. It’s very simple. Sometimes discrepancy between what you want and what you feel you got. Worked every weekend, but supposed to get weekends off. Huge discrepancy, less satisfied.

But if what you wanted is like what you got. If you wanted a low pay summer job and that’s what you got, you’re going to be more satisfied. Not about being a fantastic job. About there being no huge gap between what you expected and what you got.

Affective Events Theory, section on Mood and Emotion.

Jobs have events that cause emotions. Affect is feelings. It’s how your mood affects you job satisfaction. You’re working and, affective means feelings. Events how, affective events theory. Events that cause you to have feelings, probably strong feelings. Events that can provoke a strong emotion, influence mood. Say that your friend got hired and you find out they’re paid more, you have feelings of injustice, inequity. Affective moods related to work, they affect how satisfied you are. The triggering of emotions rather than you’re pay, good uniform, coffee breaks. You’re feelings towards events affects how you feel satisfied. When you’re studying, break it down into the words. Your feelings, there’s events and it’s those feelings that trigger from events in work that influence how satisfied you are. If you’re bullied, your feelings about a boss saying something negative to you can really affect your satisfaction is at work.

2 Timothy 3:12

Indeed, all who desire to live a godly life in Christ Jesus will be persecuted,

Grape vine, gossip, informal communication. Formal communication like emails. And a little bit on computer communication. What makes for effective communication?

Managing people is important because spreading the Gospel, the good news that Jesus saves everyone, is important. Thus, here are some advice on how to manage people through a Human Resources system.

Analysis

how to implement procedures to make sure they support what the organization needs.

Audit and make sure it’s all good.

Organizational goals = short and long term goals that organization wants to achieve

Mission = long term goals and how the organization wants to do, introduces who they are.

cost leadership = decrease cost of operations while also decreasing prices of products. like ikea. they’ve decrease operations because they don’t put the furniture together for you. however, the price is cheaper because 1) you put it together and 2) they use cheaper materials lighter easier to ship

Differentation: distinct premium products. elon musk’s companies, tesla, focusing on uniqueness of product instead of cost

focus = organization focuses on satisfying needs of specific segments of market. can use either of above approaches. but look at car companies. Mercedes in Europe, they’re everywhere. they make full range of cars. dump trucks, ambulances and high end cars. the cost of getting a car to a European not as expensive when they are in Europe.

on Canada, they focus on differentiation. when you think of the cars in Canada you think of high end fancy sport cars. since it increases the cost by shipping. they manipulate which strategies they use.

boon and bust

the world is more global. when you put on ad for job online, you can get people applying from all over the world. you need to understand what’s going on in other companies. understanding boom and bust cycles of not just Canada but the whole world is important too.

productivity, can help free up resources and provide flexibility to planning HR systems. can come with challenges if innovation is very technical which can affect who you’re recruiting.

technologocail

flexible work concept. technology can be used for anything. like how we’re working at home during pandemic. people who are taking different hours, compressed work weeks. this all affects how they’re managed. telecommuting.

connectivity. everything is online. wiki, social media, blogs. affects how individuals will work, how work is conducted and how to adjust as an HR manager. Now that everything’s online, companies need to focus on cyber security more.

Automation, focused primarily in primary and secondary sectors. Agricultural and mechanical work (extractive industries). A lot of people are moving away from these jobs in Canada.

demographic. traditionally people saw gender as very binary. now they realize it’s a more fluid thing. this changes policies, what needs to be adjusted. automation has affected primary secondary industries. tertiary industry, a lot of people coming out of university, first time jobs are these.

education. we’re increasing education attainment in general. Canadians are achieving higher levels of education. trend is continuing upwards. this will affect how we recruit. but there’s also fairly low literacy rates in areas, this affects how you design recruitment.

people in Canada are generally living longer, so the aging population overall. also there’s no mandatory retirement age. older people working much longer into their lives. lots of advantages since people who work in the company longer have more knowledge. the more generations you have in an organization, the more flexibility you’ll need to produce. benefits and compensation ex. people who are older want to prioritise benefits, since they’ll be drawing on it soon, and are more willing to pay a premium for that. younger people may not even be thinking of that and will want to keep full paycheck for early life purchases.

everyone wants to feel valued at work, to be recognized. common amongst all generations. but what it looks like per generation is different.

baby boomers are retiring and they were a huge cover in the population. that will leave a gap for subsequent generations to fill.

ethics has taken a forefront as of late. a lot of attention drawn to unethical practices. nron. dirty money on Netflix. cybercrimes. putting a formal code of ethics. things change for HR. different procedures to follow to enforce it.

Matthew 24:34

Truly, I say to you, this generation will not pass away until all these things take place.

Joel 1:3

Tell your children of it, and let your children tell their children, and their children to another generation.

Psalm 145:4

One generation shall commend your works to another, and shall declare your mighty acts.

now looking at internal environment.

objectives of not just organization, but the workers individually. age/generation of workers. policies, making sure there’s no gray areas or contradictions.

culture. can’t really check them off on a checklist. what’s happening in organization and what workers believe/value. zapos culture. fun cool organization. and employees are drawn to it because of that.

planning = looking at job analyses and putting together a forecast of what you need. the demand for human resources in different areas. if someone’s potentially leaving, map out which individuals can replace them.

attracting = getting right people into jobs, targeting right audience, right potential workers. evaluating individuals. make sure employees are on boarded and oriented.

more important elements of HR. make sure they’re aligned and supporting organization they’re expected to. will be harder to pinpoint what problem is later on when not clarified earlier. since HR is so interconnected. flexibility in future, so you know what things work and what don’t.

A way for us to understand the jobs. Aligning HR system to organizational goals. Understanding what jobs themselves consist of. Jobs that are more dangerous or take more work, more technical skills can be reason for higher compensation. It might look like someone’s underperforming, but the job analysis may not be accurate. Determine use ahead of time because if you have a selection/recruitment need, then you need to ask different questions. Use different sources.

In an ideal world, HR managers would identify every job to make sure it’s good. But the resources in that are far too high. So you need to have jobs that take priority that you analyze first/only. If job is really important to organization functionally, like core piece, than they’re the type of job you should prioritize planning. Any jobs affected by changes are also important to look at, like massive merger.

Different sources to gather job data. Human sources. People who hold the job like the Office Space interview, job holder. They’re the best because they actually do the job so they can give you firsthand information based on experience. Others are from supervisors and even customers.

Can also use non human sources. Online data sets. Onet and Knock, lots of information, relatively generic. Can look at any generic job and can find the duties related to that job. A good bases to what the job entails.

>Identify data…

Identification: Info about the job itself. The massive data system, SAP is most common. In-depth, have a ton of fields to fill out, very complex. You want to make sure you included all the info to make sure it’s the most recent one. Just so people can find it, like date, superivsor, other identification pieces.

Duties: What tasks are to be completed for job.

Responsibilities: Whether they’re responsible for decision making, supervising team work.

Human characteristics: Knowledge, the skills, the abilities, the expertise. All the things the person needs to succeed in that job.

Working Conditions: Like an office, not as an intense section. With more risk, a window washer for sky scrapers, they’ll go into way more detail.

Performance standards: Not just what is expected, but how performance is measured. How it’s going to be appraised later on in the system too.

Good job descriptions are based on up to date information. Needs to be recent so applicants can make an informed decision.

KSAO

Knowledge

Skills

Abilities and

Other attributes

Still used today. More recent trend where people focus on Competencies. Competencies describe what the person needs to succeed on the job, similar to KSAO, but is broader. Decision making broad instead of decision making on payrolls from KSAOs.

Since competencies are broader, they tend to appear in more than one job. KSAO more specific to the actual job at hand.

Organizational = Orgs want to get the most they can from their resources with the lest amount to put in. Efficiency. Work flow, how the jobs works with another, how one job affects another. If redesigning a job that has a ripple effect on other ones. Pay attention a) understand impacts b) put things in effects to avoid negative impacts or any problems that may arise from that.

Ergonomic. Office job, not a lot of hazardous work. But you want to consider setting still. Open office space? Cubicles? What materials available. If someone typing a lot in office, might be at risk for repetitive strain injuries. Might give option to give ergonomic keyboard so they don’t have to twist their wrists. Mitigate any potential injuries, best to work that in right from the get go.

Job specialization. Some jobs are very narrow in terms of the tasks they do and how often. Important, like putting together specific parts of cars. Really efficient in general since people get really good at it over time. But want to maximize the quality of the job, improve quality of workers. Can rotate between jobs that are similar that they’re qualified for, slightly different tasks. Increase tasks they do to jazz up their work. Reduce boredom since boredom can increase mistakes. Increase responsibilities, autonomy, so they’re work is richer. Research shows this helps too. Get involved with teams, socialize for variety.

If workforce won’t support the jobs to be done, then screwed. Might have to get people coming in from different sectors or countries. So consider the social expectations, like what they expect the work to be and what they expect their office to look like.

5 Increasing sense of work life balance.

Abesenteeism = Not coming to work

Turnover = leaving job voluntarily

They induce different psychological states. Variety of tasks is really important since it helps avoid boredom. If people are bored at work they’re less engaged and make more mistakes. Task identity, where employees are involved all the way through, rather than seeing just one piece of the job. That way they can create the whole piece, and feel that they’re producing valuable work. Task significance = work you’re doing is valued by other people. All things that enhance the meaningfulness of work for employees. Really motivating, increasing performance, more willing to go above and beyond, reduce undesirable behavour like absenteeism and turnover.

Autonomy people like to have a sense of control. Ties you to work outcome, gives you more responsibility for them. Feedback, not getting information if performing well or poorly can be frustrating. Even as the teacher says, was a student and frustrated when instructors don’t explain mistakes. Plus, employees more likely to address it when you bring it up earlier, rather than bringing them down later on a performance appraisal a year later, like all they’re work was meaningless.

ergonomic setting

webcam

high speed internet,

microphone

ergonomic keyboard

ergonomic mouse

Internally – HR audits. Looks at what skills are available that can use already. May be able to develop someone who already has a certain set of skills into a certain role.

Replacement chart – visual representations of the structure of the organization. who supervises who, who works where. if one position becomes vacant, who are the people who can take up that position. has summaries, highlights strengths and weaknesses of individual members.

markov analysis - more important on higher end firms. lower end firms don’t use at much since they have workers that have more varied general roles that are harder to define.

transition matrices: if there’s a lot of turnover in a given position, how likely someone is to move up or go somewhere else.

External supply

If we can’t replace position internally, who can we hire from the outside?

Labour market: Who is available for work. Look at their skills. How many people would be qualified for the job.

Community attitudes, if there’s a lot of activism in industry or if there was a recent scandal. Affects people willing to work there.

Demographic: A lot of older people who are retiring soon? Younger people who have just graduated?

Lists out tiers of organization.

If government department it will be different, very tall and narrow due to many individual levels. A startup is a very short wide chart since they don’t have as many hierarchial levels and mostly those at same levels.

Vacancy. Who to promote? One can go external. If going from within, going with Promotoble Assistant Manager. When that happens, who’s going to take position of assistant manager? Under them, they’re not necessarily qualified for job. If someone’s too soon to tell and manage up or out. Can hire externally for that person or more someone in internally from a different department.

In an ideal world, you’ll have all the human capital you need.

Oversupply, most mentioned during textbook.

Headcount = reduce people. Lay off not the same as termination. Termination is when you end contract and they don’t come back. Lay off is when they’re gone for a season and may be promised back. Leave without pay, but leave of absence.

Attrition = normal separation of employees from org. If someone dies, retires. Natural strategies. Hiring freeze, org has to hire people internally and develop them internally.

Far reaching because every law can be challenged on this ground, but limited impact because it takes a long time to get to supreme court level (since it is a federal law). Only applies to individuals dealing with federal or governmental industries.

Romans 7:12

So the law is holy, and the commandment is holy and righteous and good.

[Christ fulfilled the law, faith alone in Jesus saves, no works]

Any complaints or things that comes forward is dealt with by Canadian Human Rights Commission. We’re focused on federal, not provincial. Since they’re very similar. And provincial ones do differ depending on what province you’re in.

Direct discrimination. Clear violation, latent, sometimes intentional. Not something that happens very often, since it has that intent element.

Dependences on alcohol or drugs are considered to be a disability.

Martial status, singal vs married.

Social disadvantage, socioeconomic factors that puts someone at disadvantage.

BFOR = Bona Fide Occupational Requirements.

Allowed because it’s core to the job. If they don’t meet these standards than it threatens their ability to meet the standards of the job. That’s why it’s allowed.

BFOR have to be put forward because it’s a concern for current or future employees. Can’t be put forth because of preferences.

Reasonable, like causing undue hardship if not met. Like pilot not meeting vision standards, can make organization liable for legal persutes, putting passanger’s at risk, potentially crashing plane.

Not a direct attempt at discrimination, just a side effect of a policy put forth. Can be a bit more subtle and harder to detect. Also harder to fight, you need more evidence to make a case.

National origin, has done studies where there’s differences between people who have anglophone names vs those who don’t.

Religion, someone denied holiday on holy day because it’s a busy work day. Could happen as a side effect. Age becoming more prominent, since there’s no mandatory retirement age anymore. There might be cases where org wants to downsize and save money, so they see people who are paid the most for the least amount of work, and it happens to be people who are in the org for a long time. Can be a byproduct to discrimination.

Meiorin case, inspired all the BFOR criteria. Female firefighter in BC. Was doing job well, no issues. But the association put together these standards and introduced them and that firefighter needs a certain fitness level standard. Passed 3 of 4 steps. Last step, took 49 seconds longer to run 2 and a half kilometers. But was able to make a case. Since not a required standard. Makes sense in a firefighter case, best possible physical fitness. But she was able to prove that that standard wasn’t actually necessarily. And was biased against women since they have a different physiological reaction to aerobic exercise. Made it much more likely to make men move forward than women. Was found to be a discriminatory standard in a court of law.

Galatians 3:28 There is neither Jew nor Gentile, neither slave nor free, nor is there male and female, for you are all one in Christ Jesus.

Undue hardships can depend on financial capabilities and organization size. We don’t have a good definition for it. One provincial legislative in Quebec that defines it, but most don’t. Up to the employer to prove undue hardship. Employers have responsibilities to make work adjustments to accommodate, like special needs / disability.

Home office situation and they’re asked to put in elevator for someone who can’t have stairs. For small firm that’s undue hardship. But putting a ramp so someone with a wheelchair can get into the office. Have to look at organizational factors

Including photo on job application. People have stereotypes and perceptions. Some employees know about this and take out info that tells person that they’re from a different background/ethnicity. Since they’re worried that those signals will give them a disadvantage.

Also research saying non-anglophone name and anglophone name. Experiment where resume is the same, but the gender too. Male name vs female name. In most cases male gets job offer. Women perceived to be less competent Have marked in class assignments. Posting after class at night. Worth only 5% grade, out of 3 , 15% for all in class assignments. View only, can’t make changes. Use those Google sheets for next one. Exercises build on top of each other. Use that for subsequent assignments.

Thanks for the feedback. Form still open. Some people like breakout rooms, others don’t.

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Diversity. Headlines of a few different recent articles (published in last 2 to 3 years).

Individual groups that have traditionally faced a lot of barriers. Legislation designed to remove barriers. Different from Human Rights legislation.

Applied to job. Sometimes survey is asking for information. Seeing if meeting employment equity target. Not supposed to be used for any selection decision. Used as they the organization, making sure they’re meeting procedures and policies.

American: Takes step back from individual oppurtunities, supporting systematically disadvantage. People who have faced a lot of challenges in the past. More active in supporting them. Negative connotations come with that, very political. Canada prefers apolitical employment equity approach. Affirmative Action gets a lot of social issues wrapped into it. If someone gets hired because of visible minority, some people might think they just hired because of visible minority and not because they’re qualified. Employment Equity in Canada, just about removing the barriers. You’ll see both when you get into workplace, like with US counterpart.

Org is limiting workforce at bare minimum by excluding people. No benefit.

Negative public relations, massive scandal because found out, activism can happen, limits amount of people who can work org,  but who are willing to work for org. Not in anyone’s best interest to allow for this thing to happen. A lot of places have employment equity program.

There is data that shows it does work. Don’t work same way for each group, variability. In general, trending that they work on some level.

Glass Ceiling, as women move up, they face increasingly more challenges. Invisible barriers, holds them back. Common one is, at you get higher up, the job at higher levels become increasingly characterized by male characteristics. Agency, industry, power. Traditionally elements linked to men. Women considered helpful, communal, because of how those positions are perceived. Not being enforced, just a concept.

Old Boys Network. Men most likely to have mentorships with other men.

Glass Cliff. Increasing likelihood that women are going to get those higher level positions in times of crisis, recession, economic downturn. Whenever org is dealing with something bad. It’s like setting someone up for failure. Opportunity set up to women, but only presented when likelihood of failing is incredibly high.

Genesis 5:2

Male and female he created them, and he blessed them and named them Man when they were created.

Impact group development. Group development process. How well they form. Ex of secondary dimensions: educational attainment, about a person you wouldn’t necessarily see. In text there’s a diagram. Has core one’s in middle. And secondary one’s on outside.

Storming: A lot of conflict. Power stuff going on, competing. Once they’ve figured out hierarchy, then they move on to norms. Creating norms. Put together basic idea of what is acceptable and what’s unacceptable. Performing. They work as a unit, doing tasks, if permanent group, this is the last stage. If temporary group, hiring situation, or special project only for a few months, after they adjourn where they disband and wrap things up and move on.

If more surface level diversity elements, age, race, prolong development process. But they tend to blow over. Not long lasting impacting. But a lot of diversity in values, deep seated attitudes, that’s going to have a bigger impact on how group develops and how well it performs. Can affect the type of conflict they feel and how likely it is to resolve or not. Task conflict, conflict about what to do. Different ideas or interpreting things differently. More unsure about what they’re actually supposed to accomplish. Different ideas of processes, how they should be doing the job. Relationship conflict. Especially with deep seated diversity elements. Group members might not like each other very much. Just an implication, an idea of how this can have an impact of every day life at work.

Romans 5:8

But God shows his love for us in that while we were still sinners, Christ died for us.

Leveraging Inclusion as opposed to Managing Diversity. If we talk about managing, implies we need to put a label on people before we start doing it effectively. With inclusion, we put systems in place where all employees can work effectively and contribute despite differences that may exist between them.

Identify: Identify composition, what you need to work for, what you want end goal to be. Need to go where you’re going before you start. This is the element that affects HR planning most, affects where we put people, who we recruit, what jobs we fill.

Analyze. Get idea of what’s already here. What are we already doing. Implications? Negative impacts? Cultural norms we need to be wary of. Getting stock of what’s here. Recruitment selection, orientation… Unpacking these elements in next classes.

Recruitment. Supported by management and supported by vision. HR is to support organizational goals. Has to line back up with mission and goal of org. Make changes to policies and structures and procedures. Keep in mind what organization needs. Making actual changes. Changing selection tools.

Evaluate. Most HR involves this ending. Did it work, do we need to make changes? Maybe back pedal? Take stock of what happened in order to know whether it’s been done or not. We don’t really know if it was accomplished if we don’t have any data to support it.

Recruitment ad. Recruiting young healthy patriotic men for World War 2. 17 – 26 years of age. Immediate training as air cadets. Drop the hottest bombs. Info pamphlet just on your way out of the theatre.

A lot easier to reach applicants. Remote jobs more common. Easier to move between countries. Put up a job add and people from every piece of the earth can apply. Challenge is reaching the right applicants. Past the point of getting as many people as we can. Bury ourselves in administrative work. Process would take so much longer without a strategic approach. Orgs be more proactive and plan out to know which area they’ll target, which job seekers they’re looking at, and get the right applicants into the job as well.

Right from the textbook. Staffing table. Review of Job Specifications is from job analysis, making sure specifications are up to date. Conversation situation to make sure which individuals need to take these jobs. Human factors we need to watch out for.

Constraints on recruiter. Consider these restraints before taking action. Then can make pool of recruits, etc. etc.

Environmental = in relation to strategic HR. Situations constantly evolving. Check back and make sure certain workforces available. If not, look at economic situation and adjust recruitment.

Recruiter habits, if they’ve been doing it for a long time, they develop habits. Human nature. Not always a bad thing. If they tend to do something a certain way, and it’s problematic, breaking it can be harder to change.

Human resource plans, what you mapped out from beginning. Looked at supply and demand of what org needs vs what’s available. Helpful for planning recruitment strategy. Talk about them in terms of constraints. Factors you need to consider.

Employee referrals are a good way to recruit if they work. Org puts out notice that they’re recruiting for x y z position. “If you know anyone who you think is qualified, let them know” Can be good situation if they matched. Individual working well not only for the org but to not let the referee (the person who referred them to the job) down.

Job ads. Used to go on newspapers, now on websites. Indeed.com, Monster.com. Professional search terms are more narrow in focus, head hunters. Essentially orgs pay agency to fill positions for them as they come up.

Departing employees, overlooked. If employees considering retiring, it’s possible a couple of adjustments to their job can get them to stay. Instead of having as full time employees, can just have them in for part time work.

Educational instritutions, job fairs, alumni assocations, universities. Just a giant big banquet hall full of little booths to see which jobs are orgs, what org is like. Options that are available.

Proverbs 22:6

Train up a child in the way he should go; even when he is old he will not depart from it.

Ephesians 6:4

Fathers, do not provoke your children to anger, but bring them up in the discipline and instruction of the Lord.

Ecclesiastes 7:12

For the protection of wisdom is like the protection of money, and the advantage of knowledge is that wisdom preserves the life of him who has it.

2 Timothy 3:16

All Scripture is breathed out by God and profitable for teaching, for reproof, for correction, and for training in righteousness,

E-Recruitment. Textbook talks about a few. Teacher mentions others

Career sections – go to orgs website, see a “work with us” or “careers” option. Gives info on org. Have testimonials, job ads. Interesting way to recruit. Prof has done research on it and it affects application attraction. Not just aesthetics of website but functional that can affect how people feel and their attitudes towards website and image of org.

Job boards – Monster.com, Indeed.com, just databases full of lists of available jobs that you can apply to if you like.

Social media – wasn’t for a long time, but in last 5-6 years has come up even in literature. orgs using social media to advertise for jobs to get broad audience. also flipside where orgs use social media on info about applicants and candidates to inform if they’d like to recruit or not. a touchy subject, a lot of conversation now. whether it infringes on privacy laws, how much privacy you can expect. Facebook, Tumblr, Instagram, Twitter, Linkedin.

Games – prof sort of showed one. recruitment video for code breaking job in gov. one way games can be helpful. people don’t think of gov jobs as exciting. but it’s a way to convey more exciting elements of a job.

virtual worlds – relatively new. you have an avatar and you click through a process of some kind. good if you have a secretive job and can’t have details.

skill level, human level what they’ll do

sources = what’s available in terms of workforce potential

worked n past = doesn’t 100% correlate. if org pivoted a lot since last time. won’t necessarily work. but can use info how to set up strategy.

budget = hr just like any other department. certain approaches take more money and resources then others. job ad on indeed cheaper compared to billboard ad.

6. policy where you have to look internally before broadcast outside of organization.

once you’ve picked approach, you need to evaluate recruitment.

can use the cost per hire, how much did it cost per person you brought in. ratio, how many applicants there were for a position vs how many offers were given out. you do this per recruitment approach. usually choose multiple methods. get a sense of which ones worked, which didn’t. if something wrong with job ad or not. can give a sense of what you want to do again, or if not successful now, then you at least know what to expect going into it.

it helps orgs get or maintain competitive advantage. by getting top talent in field and not only get to apply but want to apply. can be really good for org position wise, especially if competitive industry. means employees aren’t just applying because it’s a job and they need money, but because they want to be there.

improved diversity, a lot of people from different areas. older, younger. if org is really moving towards inclusion goal, then this really helps.

people are the org. heartbeat is people. helps employees develop. if internal and worked with them, have trajectory to move up can help. but also avoiding bad hires, not just money cost. lost performance because not motivated, they might feel like they’re a bad fit. could even up with a lot of anxiety or suffer ostracism, effects group cohesion. bring down moral. lead to negativity.

volunteer positions, internship, lobbying to get on school position, already participated. not just paid jobs. what you’re doing in different stages of your life. orgs also trying to market themselves to you, not just a test you need to pass. not just a quick thing they launch out there, did it strategically. even when disappointing not to get job. might not be a bad thing either. not just an environment you thrive in, could save you from heartache in the end.

selection decisions. fit between applicants for jobs. picking best and brightest not always most appropriate. job characteristics model, they don’t like the job. position can turn over in the future, which we want to avoid. matching applicants to job, ensure all knowledge is met. make sure to avoid lawsuits. not tying all selection decisions to job related critera, you open up the org to potential lawsuits related to discrimination. could enter into decision making. if you overspend on selection strategy, can pull away those funds from other parts of org that may need those funds. if only limited narrow group of people who can do this job, selection is a) incredibly important but b) more tougher, since not as much to work with.

to get an idea how much leeway you have in your selection approach. 1 to 2. one applicant who’s hired, but 2 total amount of applicants who applied. could be targeting the wrong group of people, by nature you get less people apply, since they could self-select out.

based on selection ratio, if hiring for janitor position. do you have a larger ratio or a smaller ratio? larger pool just because the job requirements aren’t as big. you just need to have hours free during school. around kids, but don’t need to interact with them. handle chemicals, but will give you the training for that. lower requirements. less people can do the jobs. not really a desirable job for most people. fewer people applying to a janitor job because of that. no right answer here. teacher hasn’t actually hired for a janitor position.

nuclear engineer. would that be with a larger or smaller ratio? smaller because more skilled, technical.

elementary school teacher in ontario. large. ontario teaching market tends to be very saturated. you would get a pretty large pool in that situation. in the yukon, maybe not, since fewer people. one person in class is from the yukon.

ability tests: wonderlic, general mental abilities, cognitive abilities, can be physical ability, aptitude. measure a whole bunch of stuff, some don’t have a lot of words, increasing the verbal component. might measure spacial ability by presenting unfolded weird shape, and say if you folder this according to the page, what would this 3D geometric shape be. creative way of measuring different abilities.

knowledge = nasa astronaut. specific to the job itself. meteorologist, a lot of knowledge about weather, test specific to that. performance. assessment centre is more rigorouous type. whole bunch of different components. whole series of things, interview, in basket test where they deal with specific situation and work with a whole lot of new people. situational judgement test, throw out hypothetical situation and select one of 4 different options, which one you think you’d respond with. getting a sense of how someone would perform.

integrity, polygraph, movies where they hook you up to a machine. can’t use, certain provinces, for hiring reasons anyways. if there are places, they might do one after you hire you, get a sense of where you integrity lies. spy agencies, places that have integrity tests. determines how trustworthy you are.

1 Thessalonians 5:21

But test everything; hold fast what is good.

1 Peter 4:12-13

Beloved, do not be surprised at the fiery trial when it comes upon you to test you, as though something strange were happening to you. But rejoice insofar as you share Christ's sufferings, that you may also rejoice and be glad when his glory is revealed.

1 John 4:1-4

Beloved, do not believe every spirit, but test the spirits to see whether they are from God, for many false prophets have gone out into the world. By this you know the Spirit of God: every spirit that confesses that Jesus Christ has come in the flesh is from God, and every spirit that does not confess Jesus is not from God. This is the spirit of the antichrist, which you heard was coming and now is in the world already. Little children, you are from God and have overcome them, for he who is in you is greater than he who is in the world.

differential validity = different levels of predicting job performance for different types of applicants. main problem with cognitive abilities test. not the only test included. a lot of these cognitive ability test has stronger relations to performance for certain individuals and weaker for others. more predictive for men and less predictive for women.

validity generelization is good.

Interview is not just getting to know a candidate, but how a candidate gets to know the organization. Opportunities for candidates to learn about the org. Just as important as an interviewer, that you’re prepped.

Went all the way through to employment test. Starting at interview, next step, and going to the end. Just the flow of an acceptance system.

Synchronous interview, now you talk to a screen and there’s a robot that’s spitting out questions. They like to get to know the candidates, whether they fit with the org. Very common. There is a flaw. They vary a lot in how reliable and valid they are.

The list of selection tools last time, the structured interviews, are relatively valid in predicting performance. Unstructured interview tened to be less valid. Offers firm oppurtunity to sell the job to the candidate and to talk about the org. The purpose of working here, successes. Oportunity for candidate to ask questions as well. Usually the very last question the interviewer has is “Do you have any questions for us?” and you should have questions ready for that.

If a refrigerator is closed, how do you know if the light is on or off?

John 8:12

Again Jesus spoke to them, saying, “I am the light of the world. Whoever follows me will not walk in darkness, but will have the light of life.”

John 1:5

The light shines in the darkness, and the darkness has not overcome it.

Psalm 119:105

Your word is a lamp to my feet and a light to my path.

1 John 1:7

But if we walk in the light, as he is in the light, we have fellowship with one another, and the blood of Jesus his Son cleanses us from all sin.

Panel interview can save time since you can do it in bulk. Group interview, immediate comparison of applicants, saves time. Men in Black clip, it wasn’t a group interview necessarily, but a group test. All agents were all in the same room doing the same tests.

Unstructured interview. Gives interviewer freedom to ask whatever they want. If they notice something in their response that they want more detail in, they can get more detail. Not necessarily making fair comparison. Because interviewer has so much freedom on what they can ask and not asking same thing for applicants. Tougher to make case of fair comparison between people. If you ask Applicant A and Applicant B same questions, you can see Applicant A is better than Applicant B. Unstructured is generally not highly recommended. Some people who’ve interviewed for decades, do semi-structured interview, bit of notion what it should contain, want more freedom. But best type is structured.

in the literature, don’t have to memorize them all. Making content consistent. And making evaluation constant and consistent between the interviews. These are the better types. Some people will still ask a lot of unstructured ones that don’t have a lot of caveat to the job for variety. But as you go along career, you see more structured interviews.

Behavioural. They start with “Tell me about a time when…” an example of something you’ve done in the past. Underlying tenant, past behaviour is a good predictor of future behaviour. Tend to be more useful in senior roles. These applicants have a bank of experience to draw from, more experience. Ask these to people lower down, entry level, they don’t have as much stuff to talk about. A lot of similar answers. Better use to mid to high roles. Can mix and match.

Situation = give context on what was going on

Task = what you were trying to accomplish, the objective of the experience

action = IMPORTANT ONE. stay away from generality. we all have tendency to say “our team did x y z”. they’re interested in what you specifically did, they don’t care about your team. unless you led the team, “I led the team to x y z”. If you don’t stick to specific elements, makes it hard for interviewer to evaluate.

result = tends to be forgotten. they don’t tell if you completed the task, include that as well. what you’re doing is, you’re putting a story together.

have a story with a beginning middle and end.

Psalm 8:3

When I look at your heavens, the work of your fingers, the moon and the stars, which you have set in place,

scoring guide based on what type of options can someone answer with. the degree to which they’re favourable and good answers.

3 point = helped a little bit, but took it off my plate as fast as I could

you’re trying to match the description the provided to the behaviour in these guides. anchor your ratings and guides for every single applicant. more work upfront to make sure all this is in place, but it pays off in the end as it allows for more fair comparisons.

Situational needs to have a dilemma. Otherwise, just job knowledge questions. Good for junior to mid level roles since for those roles you might not have as much experience, but getting a sense of what they would do, is a decent predictor and how they’ll perform later on the job.

Intended behaviour is not perfect 1 to 1 predictor, there’s other reasons why intended behaviours don’t realize themselves, but it’s a pretty good predictor on what someone would do in a given situation.

if there’s anything you need to tell the applicant “we have 8 questions, 2 minutes to answer each one”. you also have to prepare the answers that you will need, try and predict what the candidates will ask. the job hours on the description, if they’re very varied. the interviewer might ask how varied.

first interaction might be something not treatening, very generic “oh look at the weather we’re having”. creating too much rapport since it could introduce bias into the decision making. that’s why there’s a star. industry, human nature, makes us wanna create rapport. too much can be a bad thing in terms of consistently rating applicants.

info exchange = applicant learns about org. interviewer learns about applicant. both sides.

termination = when things start wrapping up, last question “do you have any questions for us”

evaluation = we’ll let you know the decision in the next 4 days 5 days week. you want to keep that close to when the interview finishes.

halo = info related to what they’re wearing, if they had a firm handshake when they came in, it can give an unfair advantage in dictating what the outcome is. determines a bigger role about the rating when it might not even be job related.

leading = making sure you’re not framing questions in a way that gives away the answer you want or the answer you don’t want. very obvious “do you think orgs need profit?” like who’s gonna say no to that. pretty extreme example. but that’s an example of a leading question. leading applicant to right answer and you want to avoid that.

stereotypes = if anyone has prejudice towards anything, unconciously, can enter ratings.

interviewr = where interviewer takes over the interview and doesn’t give the interviewee much talking time. kinda just shot yourself in the foot, might ramble, talking about how great the org is, not the point of the interview.

constrast = when individuals don’t intentionally compare a candidate to the previous, but if it’s a really drastic difference. someone came in had an amazing interview, got every single point, then next person is at an unfair disadvantage. might be an average interviewee, but a lower score, since the person before them was so great.

John 1:17

For the law was given through Moses; grace and truth came through Jesus Christ.

intrerview for google, things you want to avoid. interviewee errors. can make a bad impression from that clip. not intentionally playing games, just highly unqualified for the job. people might come non chalant, or making too many jokes, not taking it seriously. they certainly talked too much. wouldn’t even let the interviewer stop, despite their efforts to get everyone on track.

need to listen for question before responding. don’t talk the second the interviewer finished. always listening and being prepared. having knowledge beforehand. interviewers like when you do research on who they are and what they stand for. those are just some of the interviewee errors.

briefly mentioned before. showing candidate the type of work they’re doing, working conditions. towards end of process. people have general idea upfront on what to expect. what type of tools they have available, what they’ll be facing. some people may be turned off, saying “hey this isn’t for me”, can make process lengthened and more expensive. may have to start back at square one with recruiting process, but long run is not a bad thing. if people did take the job, they might not stay, turnover there would be more expensive down the road.

references are supposed to be able to speak to that behaviour. some people are a little hesitant to provide reference. if they do, can just give a confirmation of employment. yep they worked here for x amount of time. reference tend to be from past workers. customers, profs, teachers, employers, managers. one caveat is that, you have to limit what info you’re asking. if you call them up on phone, ask for job related info, don’t ask for info that isn’t. can get into murky water legally if it ends up as stuff that infringes on protected grounds.

least likely = confirmation of employment, basic “they were adequete” statement. rarely will get negative reference since past employee can have grounds and take legal actions against employer for bad mouthing them. might back away from reference request if they aren’t feeling that it’s something they can recommend.

has to be a bfor connection. at the last point. there’s a few different ways to do this.

subjective = two people can see predictors as more important tthan others, can take away different things.

example = if someone thinks sales aptitude is most important, they choose a. if interview is more important, than could go person b. highlights the problem of this approach.

if they don’t reach 40 in their level, they’re out. neither a nor b ar ehelpful since they didn’t reach 60 in those tests. so person c is the best. the police and rcmp selection. a lot of different steps. can have these elements in there as well.

test scores are all added together. allows higher score on predictor can make up for one on the other. low on physical test but high on cognitive abilities, they’re added together so they’re fine. person a is the obvious choice here since they go the highest score when combined together.

teacher would veer away from subjective approach, since biases can approach. but these latter two are more common.

Esablish what is considered to be acceptable, what you should have achieved coming out of the training program.

Bare bones outline of training program development. Look very different depending on what’s trained, like a specific skill vs a large scale thing. There’s differentiation from training program to training program, but this is how they come about.

Tends to happen in bursts and plateaus. Bottom left corner is low point. There’s a burst of learning things, tend to learn a lot of stuff. Then they perform adequetely with that knowledge, but they need another burst so they can perform at that maximum level. It’s not just about getting to maximal performance level, but done as effectively as possible and as quickly as possible.

If you look at this equation, not super meaningful for the class. Not something to remember, since not going to ask on exam, not going to tie learning this to any HR related thing, so it’s not relevant, you’re not going to remember it. Relevance, make connection between what someone’s learning right now and the end goal, the point of it.

What simulations are good for. Pilots have to fly planes, they learn on simulators. Works well since everything they gather from experience is directly applicable to job task. High fidelity situation, training model or training tool offers a really realistic way of knowing what’s happening on the job. High transferance from work to job. Pilot easiest to come up with. Like astronauts, same way. Whole battery of tests, like used to being disoriented and things floating around.

When you’re designing training program, figure out the goals.

Training: After outline objectives, then you can use the learning principles. Putting together content and applying it.

Participation, etc. Leads to effective learning.

Job rotation, there’s multiple jobs that have similar tasks and duties, people doing different things, increase performance overall, increase motivation. Apprenticeship where you’re working directly with supervisor for a specific amount of time, also way to train people. Actually working with them. Coaching, having a contact you meet with regular to navigate your surroundings.

Off job training: training is short term. development is long term focus. all the things people can do outside of working hours and outside of 9-5 job or whatever the hours are. a lot of these elements can be thrown into the digital world now.

digital learning: company intranet, internal internet system, portal complete different modules, synchronous you go to the meeting at the time and learn the lesson. asynchronous the lecture is prerecorded and you can watch it at any time. mooc and nano degrees is something you get in very narrow, you won’t be able to get a real unviersity degree with it since very specific.

kfc’s virtual reality training, bread the chicken, wash the chicken.

Proverbs 22:6

Train up a child in the way he should go; even when he is old he will not depart from it.

Ephesians 6:4

Fathers, do not provoke your children to anger, but bring them up in the discipline and instruction of the Lord.

2 Timothy 3:16

All Scripture is breathed out by God and profitable for teaching, for reproof, for correction, and for training in righteousness,

Cost effectiveness: simulation going through constantly more expensive than asynchronous a bunch of slides they can flip through. so in terms of budgetary constaints

desired program: some tools might be more receptive than others

appropriateness: what you have access to, technology you have. tools you need to carry out your training. if company doesn’t have intranet don’t use intranet.

trainee: affect which techniques are chosen

learning: different tools lend themselves to these different principles in different way. more transferance in simulations than in digital lectures for instance. you want to try to encourage relativility quick, but effective training.

organizational chart where you have bubble in different tiers and place them where they rank. employee development, map out trajectory.

strategic, not surprising, since everything we do in HR has to be in allignment with those organizational goals. long range, if they have potential to move up to leadership potential, you have to think down the road where they could be.

2) make sure skills and competencies in human capital, employees working with, is linked to business goals. so organization also benefits from all this. measurable so you can map it out and examine it, so it’s not a vague abstract thing. you want to show progress. not making progress? show where it may be weaker.

3) which options are better, setting someone up with mentor might be better in some areas than others. identify what to implement.

4) map out who’s involved, so if you have mentor thing set up, find out who’s the mentors. find out what it costs, budget, how long it’ll be. where they are right now and where they want to be might vary from individual to individual.

5) barriers always possible, always likely. the more work we can do upfront to plan out, not just what’s needed for us in terms of resources, but what happens in future, the more the better earlier. instead of being surprised by it.

cognitive: a lot of the stuff we know about, changing their cognition

environmental: this is a lot harder. these are things that take a lot longer to change. harder to do. programs and instruments used are fairly involved. environmental strategies are generally most promising approach. since cognitive strategy tends to be easier, cognitive is the most common approach used.

contrast the differences between them

enhance: what they were hired to do right there and then

future: on org chart, they mapped out the path the individual could take, they keep that in mind with the development plan. reflects more than just the current job.

individuals: bring performance up to a certain level

high: people doing job well already. optimive, future element.

development more long term examples, more interaction. whereas training can be done with other tools and only for specific jobs they’re doing right now, not planning beyond current job

knowledge: were they learning what they were supposed to learn.

behiavour: did job have effect did it result in more profit for org or whatever outcome everyone had in mind. harder to measure since it takes a longer time, so maybe other variables driving that relationship.

post test: only do survey at end of training “did you learn anything” you don’t know what they learned coming in, popular option

pre test post test: you give test at the beginning and then give test at end so it’s more valid, since you know how much knowledge they gained.

cost benefit: how much additional revenue came from having done that program minus the cost of that program. how much profit you got from implementing that program.

Strategy = figure out what org stands for in short term and long term. what they’re strategy is going to be, like cost reducation where you reduce costs as much as you can, or niche strategy where you get at niche populations, then you have to ensure all the HR really aligns with that.

environemntal scan = what sort of factors affect how we design HR systems. automation, demographifcs.

org character = internal aspects that also affect how we put together systems.

choice = that’s where we’ve mostly been focusing since this chapter and everything you’ve covered so far, rembember that circlre diatgam, we’re in the second circle. chapter 1 was that first circle

review = get a sense of what we did worked, if it’s worth everything we put into it, any pitfalls we didn’t see coming?

analysis = getting to know what the jobs are, what they encompass. it dictates so much more of how you deal with HR in every stage.

preparation = gathering information, figure out what this is going to be used for, because that can ditctate what sort of info to look for. which jobs are maybe priority right now. can’t do everyhitng all the time as much as we’d like to, so identifying problem areas and which ones need the most help is helpful

collection = performance appriasials? online info? what’s the best approach for getting all this info

using = you actually use this info. job description exactly what it sounds like, outlines what job entails, tasks duties you do. working conditions you expect. specifciations go a bit further, those human elements, what the people need to have in order to suceed in this job. in class assignment where you highlight those KSAOs (knowledge skills abilities other attributes) perfomance standards, what’s expected and what’s need. know what to look for what kind of things you’ll need for recruiting for instance.

after you have that a database of all these typeos  of jobs, you can then design them.

job design

org = org is concerned with these.

ergonomic = if are they working on a forklift on a warehouse, or office with ergonomic keyboards if they type a lot.

specializtion = potential to interact with other people.

environmental = social expectations, what work should consist of, norms to be aware of. work practices, general pracice that are the norm there that you need to take into account.

employee = job characteristics model outlines the employee needs that need to be considered when you design jobs, task variety, feedback, autonomy. there is a slide on that in last lecture

these induce those important psychological states. what responsibility we have over our work. that inevitablly affects job performance, job satisfaction, any sort of attitudes that people have about the org. how motivated they are, how commited they are.

really about that planning. you have info about job, you have designs. now you have to figure out how we’ll support that, what sort of things we’ll need to do that.

forecast = if there is a high demand for resources or low demand or what kind of demand is up there. expert = talking to experts. inventory analysis, simulations.

asses = have an idea of what you have. you want to get a sense of what’s avaiable to you within org, maybe you have talent that can move around, could be easier than recruiting externally. if you don’t have those competencies in house, could look outside, look in community or in differenet industry or different country to find individual to fufill that role.

develop = what we’re trying to do,

design = making decisions of what’s going to be the best approach to fill in any gaps you need. forecasting here, vacancies in 6 to 8 months, what’s best strategy to fill vacancies at this time.

establish = whether it cost the org vs profit. get a sense of whether this was a successful endeavour.

split into two. had legal part at beginning and diversity at end. went through fair amount of content.

charter = so it’s our most far reaching law. designed to do. gives every individual in canada rights and freedoms.

canadian = federal applies to crown coporations like transportation, television, radio. provincial covers basically everyone else.

direct = when it’s purposeful, intent behind it, more rare generally, but it hhappens. so knowing what grounds that can fall udner is important

bfor = when discrimination is allowed. bone a fide occuptaiontl reuiqrements. if job requirees someone to be abel to carry a cartein type of weight to complete that job, org will be allowed to discriminate on that ground. there won’t be a lawsuit filed against them.

systematic = harder to identify, more subtle, when policy,pratice/procedure discriminates inadvaternyl, not intentional

duty = accommodate up to point to undue hardship. hit the point where it could bankrupt org, put everyone in danger if that accomodation were to be made, if it were unfeasiable, than that’s potential argument for undue hardship. bigger companies have a hareder to proving undue hardship. but when it comes to putting everyone else at danger due to this accomodation, that’s a stronger argument

implicit = not concious they’re doing it. that was the video with the orchestra and they were auditions behind the screen, nothing, because there is implicit bias and it affects judgement. people don’t realize it does and doesn’t realize how badly it affects, but there’s people taking off valuable info off their resume because of these biases.

harassment  = like sexual harrassment. reasonable person would have known, that’s key.

Isaiah 60:18

Violence shall no more be heard in your land, devastation or destruction within your borders; you shall call your walls Salvation, and your gates Praise.

leads very well into discussion of diversity.

pay equity = so if they’re doiung the exact same work and work is valued to same degree of org, than there needs to be equal pay for both of those individuals.

diversity = those core elements, age gender. secondatry elements, not quite as visible, wouldn’t neceassary know except talk to them, like income.

leveraging inclusion, less about diversityt management since you don’t want to classify anyone.

identify = so you’re trying to, all about forecasting, accessing what you have.

analyze = going to be talking about these things in future weeks, that is in play here.

evaluate = can only really get things done when they’re measured, then for all you know it may  have never happened, so followup and make sure it worked and make sure there’s not any gaps.

fairly rudimentary in past, just walk in and apply. now interconnected world, social media. us is putting in law, but still far off from having a standard law on that.

recruitment happens on much longer term rather tha nselction. happens throughout selection. selection is book eneded by recruitment.

vacancies = managers wanting to fill certain positions in future.

review = you know what you need to look for.

characteristics = talk to managers, incumbents, people in jobs themselves. get info on what kinds of individuals will succeed in this job, get a sense of what they found was helpful and unhelpful in a job.

recruitment = constraints, so any budgetary constraints, produceres, policels, laws, internal policy about posting jobs inside first, keep that in mind

pool of recruits = thought of as the end of recruitment, but follows the selection process uintil taking job offer. keeping them attracted to org. through every selection process, every test they do and person they interact with. do your best to ensure that they will be.

influence = may sound bad here, but you want them to take the job. yo uwant to maximize the likelihood that they’ll accept your offer.

e recruitment = specifically org websites, one way how they recruit, but they do job postings on job banks, on bulletin boards online, gameification, get people to play a game to get them attracted to org, the recruit video that was hsown weeks ago, get people jazzed up about very complicated cryptography work. especially int tday’s not even pandemic but global world where people can apply for jobs in different countries, can move from different countries.

factors = how if there’s budgetary elements, some of them are more expensive than others, what you’re trying to mathc them too, what skilsl and competencies the job needs, can dictate what approacch you can or can do. if it’s a lower level job can do a broader campagin like a tv ad. like joining the army, they’re really just trying to get people into it regardless of intelligence.

selection process.

selection = now you have pool of qualified applicants generated, shift thrrough them and find out which ones are the best fit. if someone’s performing poorly on one thing that could be a reason to select them out.

preliminary = often when walk ins come in and they drop their resume in. do you speak french? if not then that’s an obvious misfit. that was the teachers’ one.

applicant = make sure they have the required education level.

test = personality tests, cognitive ability tests, knowledgfe tests, any of these or combination of these can be usedd dtepending on the job your trying to fill

intervie3 w= go into more depth on the next slide, having them come in and asking them questions

realistics = showing them the type of work they’ll be doing, equipment using, conditions working under. realsitic sense of what job entails in stead of just embellishing and wondering “hey this isn’t for me”

continent= drug tests, medical tests. have to be a bona fide reason on why you’re doing it.

hiring = should be “subjective, cut-off, compensatory” comma not hyphen.

validity = ensuring you can increase the validity as much as you can is helpful.

personality testing = easy to fake. drawback. some orgs are using to reduce faking, like different formatting for qeustions.

interviews very common.

types = differ in how they’re foramtted. panel is with 2 or 3 different candidates. unstructured, has a lot of questions. give the interviewer a lot more freedom than structured int4erview does.

types questoins = behaivoural sasks about past “tell me about a time when you did x y z” situational = ask about intended behaviour, given hypotehcical situation, what will you do?

how we conduct interview

prep = not just in terms of knowing what questios to ask, but preemptively get a snes of what the candidate is going to ask. still as ituation where we weant to recruit them.

rapport = reasearch says too much of that can be problematic since implict bias can enter into decision making, but is the first step in inetrerview process.

info exhdcnage = interivwd  learning about candidate and candiate learning about interviewer.

termination = if they say, “hey we’re done” what’s the next steps “thank you for coming in, we’ll be in touch with you in the next 3 weeks”

evaluatin = that’s where you evaluate the interview itself, fill in the rating scale, do so right after. don’t wantt to mayn compounding on each other since hard to keep trac k of the answers.

what we talked about today and yesterday. get them situated in org knowing what wqe’re aall about, technical elements, what policies and procedures there are.

soclaizliation, what the culture is like and what acceptable types of hehaviour arew, the norms.

training = what they’re doing right then and there, current job.

needs = what training is needed, where

objectives = what things we want to get out of this training

program = what it’s going to consist of.

learning = ensure training is working as effectively as it possibly can.

employee = assessing employes needs, linking competenecies to busines sgoals, identifying learning and devolpment activites. identify barriers to determine how effective the training program is.

This is what we did today. several factors that can affect mployee carreer chorice. personality job fit, work lif ebalance, etc. benefits of career planning.

just a genral overview of what we went over so far.

cascading = org goals trickle down. org sets out goals for division, so tier right below them, then division sets out more specific goal for unit, then so on and so forth. problems, can take up lots of time, and info can get lost. if you ever played telephone game as kid, message passed on from one person to another. the more people you pass message on to, more likely there’s distortion that will happen. more tiers you have to go through to bring goal down to individual, the more likely there will be distortion happening.

linking up = start from bottom, with individuals, and create direct line of site. every individual has direct goals that relate to org. direct, faster. less risk of info distortion.

performance management from higher up org perspective. now appraisal is where we evaluate individual employee performance.

feedback = give employees steps needed for performance. outline.

development = talked about this last class. critical. since mapping out trajectory. gauge how they’re doing along trajectory, you need info on performance.

test = selection, make sure tests are capturing what they’re supposed to capture. and you want to capture job info.

training = built around where gaps are. find out where gaps are. how employees performing, strengths, weaknesses, common weaknesses.

redesign = collecting this info, if you find one sector or one department is really struggling. or if theyt have poor performance in specific area, then that could be a red flag to look back at that job to change something there. job characteristics model. up skill variety being used. flag job redesign needs.

job related = tied to the job. make sure the test you’re using is capturing right info.

practical = something understood by individuals using it, but also by individuals assessed/appraised. something easily understood relatively.

standards = set of benchmarks for which you can compare performance to.

dependable = going back to reliablity and validity measures. psychologically sound, capturing what they should and doing so consistently.

validity and valid = about whether the tool itself is capturing what it’s supposed to capture. how accurat e it is. not capturing another related construct or variable that you’re not trying to capture. also consistent, reliable. so you can be confident the data you’re getting about different employees is reflecting same type of info. and if using comparative method to rank people, you want to be able to fairly compare those data sets. collect info at the start and end for comparison. over time over multiple time. collecting same info each time.

input = get employees involved. increase liklihood they’ll accept system.

acceptable = if employees don’t consider it acceptable, the whole thing might fall apart. acceptable from employee perspective so they buy into system.

goals = link up approach. goals themselves are also acceptable. attainable = in reach, but not so far that it’s impossible. relevant, smaller steps are tied to larger goal. time bound = giving deadlines or say “we’ll reinforce in 4 – 6 months”.

goal setting theory = if in ob class this could be repeat. specific where they’re not vague. give direction. challenging where you do need to apply skills but not to point where it feels impossible. not so far out of reach that they feel like they can’t do anything. accept. feedback = monitor progress towards that goal.

standards = group projects. be mindful how much control the emplyoee themselves have if and how they’re going to meet employee standard. if they’re interdepdent, everyone doing different chunk, then they onlyt have particular amount of control over outcome.

frequency = changing behaviour. how you learn, you only learn when you do a certain thing, behave a certain way, accomplish a certain task. if you’re rewarded, you’re going to do that again. if you’re met with negative consequences, you might not do it again and will switch up your approach. the more feedback you have at the task at hand, the better. not always possible at large org. but could just be annual review. but trying to incorporate relatively frequent feedback can be helpful to.

train ratees so they can get a sense of what they’re being evaluated on. really buy into system. if they feel they’re being related on non job things, then that’s probably not going to encourage them to do better and move up in org.

let ratee ihnvolved, justice perception, if system itself, procedure is fair. make sure you maintain those perceptions. low procedural justice perception can lead to negative outcomes if they don’t think the system’s fair. interactional justice = the degree to which people feel they’re treated with respect, dignity, given all info about situation. maintain that too. by getting them involved.

appraisal = mapping out where someone lies on a distrubtion is great, gives you seense of where good and bad performers are. but you need to outline what it means. will bad performers see negative repercussion? will good performers receive a reward? outline it.

different = 360 feedback will be talke about later. get info from supervisors, peers, clients, customers. anyone who interacts with this individual can be a source of info about performance. trying to get different sources gives you more confidence in results and more info about how individual reacts in different situations.

now that you’ve designed an effective performance appraisal system, need to map out how you will do these ratings comaarative vs non comparative

comparative is ranking and forced distribution. comparing different employees across one specific job.

ranking = just a list, placing from best to work. who’s top and who’s bottom. but doesn’t give any other info. how much better are good performers vs low performers? not a lot to work with.

forced distribution = more info. sort employees on differentr levels. like on the charge on the left with the colors. some people don’t like this method. since it forces some employees to be in that unacceptable category. there are cases where you don’t have any poor performers. have everyone at least meeting expectations. so people can really struggle with this.

just evulating based on benchmark. what’s acceptable, what’s not. evaluating employees and comparing them to that instead of each other. no list.

most common is rating scale. very common. subjective, can be biased. but essentailyl involved rating employee from for example 1 to 5. very low 1. very high 5.

bars = marginally better. we’ve metnioned in relation to interviews, similar application, helpful since it gives info on what that rating look like, what it’s based off of. limited because it only offers very limited examples for each rating. but better than just empty rating scale where what each anchor means.

performance test = you can use management by objectives. you’re the supervisor and working with set of employees, sit down with them and set objectives. evaluate based on progress towards those specific objectives.

assessment = talk primarly about this as a tool for selection. getting people who you’re recruiting to do job related things, cognitive abilitties tests, simulation, interview, etc. but because , they’re good for selection since doing core functions of job. doing role playing situations, someone wlaks through a tentious customer service situation. if you have the resources and time to do it, you can get people to do their job or the test that is related to core job functions. can use that as well to appraise someone’s performance.

last thing. more common for development purposes than for admin decision. an annual performacne review might not do this. but good to get info from different sources. ask managers, supervisors, peers, anyone employee directly reports to to employee themselves. triangulation. we talk a lot about in research world. you’re getting the same type of info from different sources. when patterns come up, you’re confident that these things are more true. if managers, who individual directly reports to and clients, they all say the same thing “they’re really dedicated to work but always late” then you can go “ok that’s someone I should address since it’s coming from different sources” can help evaluater see how they interact in different cases. richer info. does the person interact differently with their peers vs the customers?

talking about rater errors. parallel with interview, but a bit different.

halo = one element of individual that appraiser really likes can have effect on everything else. person went to certain university and cloud judgement of others.

strictnes = rater is usually much stricter than should be. like the graph on the left. a lot of ratings in low level and very few in high level.

central  tendency = they put people in middle. they odn’t like rating people really high and low. they look normally distributed. but middle section is way high.

leniency = opposite of strictness. they rate everyone a little higher than maybe they sohuld be. so a lot of people in higher categories.

prejudice = example with halo effect, if one element of individual can affect how they view rest of ratings. if from a university that interviewer never wernt to, then see as lower. if really good at dealing with people, but not good at handling job, halo effect can help too.

recency = most recent performance info has biggest impact instead of last info. really acceled in project last week rather than something they did or didn’t exceed on last year.

contrast = the order in which the appraiser is appraising. if evaluating someone who’s high performer and then someone who’s lower performer, than that difference can be exasperated. second person gets lower rating than they should since person before them was so similar to higher performer. these are where ratings are more exaggrerated than they should be.

cascading = when goals set out by one tier. so if top tier they set out goal for tier below them then that tier sets out goals for tier below them. so so on and so forth. cascading from top to bottom. risk is info distortion since going through so many levels. goal is to get more narrow when going to individual level.

linking up = each individual employees goals tied to org goals, mission. so you see much more direct link and it tends to be faster.

ensuring methods used valid, reliable. raters are trained and aware of how process works. getting ratee involved in conversation, participate.

evaluation methods. comparative is are exactly what they sound like. rater is comparing the performance of different employees with each other. putting everyone in rank order. using distribution. by nature, comparing the different employees. supervisor has team of 15 people, all those people will fall someone on that distribution. non comparative. doesn’t have same comparison, has pre set standard, benchmark set. basic rating scale. when rating scale anchors are tied to behaviour. performance test. some places can be. management by objectives. your comparing performance to standard vs another employees performance.

rating erros = errors made when rater doing performance appraisal.

halo effect = rating in one aspect of performance has more weight than they should. they end up clouding judgement on other aspects.

strictness = rater is more strict than they should be with ratings. distrubiont has a lot on lower end and very few on higher scale.

central tendency =stick everyone in average. don’t like putting in high performance category and low performance category.

leniency = opposite of strictness. way more people in high end of scale and very few in lower end.

prejudice = if the rater likes individual, non job things.

recency = when info or events about performance has happened recently and has bigger impact on the performance rating rather than relevant info from months ago. 10 months ago info has not as much of an effect as relevant info.

contrast = rating based on comparison between different employees. the great performer following the masterpiece performer may get rated poorer than they should since they aren’t good by comparison.

Central Tendency since grouped them all into “meets performance standard”

Recency = recent event.

Strictness = negative feedback not good when starting an interview. better to start with positives. but gave everyone same rating in the end. leniency and strictness was not affecting ratings as overall perception of person.

halo effect = individual who was slacking but really good with customers. so he wasn’t great in the performance aspect of job but worked well with customers. so they gave him the same rating as everyone else. can be unfair. for sure leniency issues. main leniency was actually issue about central tendency.

you want to follow up with employee. you’ve done rating, so you know what performance they’ve been inacting for past year or so. most done on annual basis. not everyone follows up, but generally good to do so. three main ways.

tell sell = new employees still figuring things out anyways. more receptive to this approach. someone a lot longer might not necessarily make those changes, they have their habits, they’ve been there a while. if not docked by things before, won’t see a need to do now.

tell listen = gets employee talking about. like in example where person being evaluated mentioned car trouble. approach where you overcome these reactions.

problem solving = what to put in place to solve issu

1 don’t just focus on negative. what they’re doing well. to give them round full view of performance. don’t just hone in on things they’re not doing well.

2 not applying a punishment, get them to perform as best as they can

3 don’t give info in a public form or open office. let them know what you’re doing.

4 frequency of feedback.

5 tell them exactly what’s problematic instead of “your reports aren’t very good”. not helpful, not saying what parts are problematic. not detailed enough? too detailed? so they can use that info to actually improve performance.

7 sometime they might have reactions. emotions involved is problematic. focused on performance itself is more important.

8 commitment.

9 highlighting that evaluator is onboard with supporting individual in their quest to perform better.

10 leave with idea of yes they’re still doing things right, not everything bad, but have a roadmap for how they can succeed moving forward in carreer developpment.

Emphasize more positive aspects of performance

did well. kept it private, in his office. not listed as one of the guidelines in textbook. biazarre how comparing so directly with other employees shortcomings. didn’t seem constructive/productive. discussion of scott came out of negative emotions flying around. not appropriate. not professional about talking about someone in a meeting with someone else. even though private, brought up info shouldn’t have.

focused on personality characteristics. getting defensive. make sure they know it’s about performance, not about you as a human. didn’t do good. made it seem more about personality. wasn’t very specific. if giving criticism, then choose one. didn’t identify purpose. should have started with importance of performance evaluation.

not just about identifying problem areas, but finding out how to fix it. map out how individual to improve. whole point of meeting. especially for new employees who are still figruing out, they might not necessarily know if they’re doing something wrong. give them a roadmap to work with. immediacy of feedback. annual performance review type situation. might have known there’s car troubles and not that employee is late on purpose, they just have a bad car.

justifies giving them feedback. not just saying “this is your area of performance you’re doing well this is your area doing poorly”.

1/3 = feedback related about person than task. you don’t want to be honing in on performance, but task itself. you’re not talking about performance itself. stay away from personality characteristics. things that people will necessarily change or be able to change.

) purpose piece. makes person who’s getting feedback feel like you’re actually helping. upfront on what purpose is. in that situations. reframed it. rather than a personal attack makes it feel like you’re helping individual.

2) take away power differential that sometimes come with situations. supervisor, boss, doing performance appraisal. I’ll give you your notes if you give me my notes.

3) if you ask them ahead of time. 9/10 will say yes. they generally want to improve. they made choice to accept feedback, more likely to use it.

if you’re writing down intention of feedback. don’t give away the technique. no meta commentary.

do: levelling the playing field. saying “hey this is what I noticed, if there’s something else going on let me know.”

Absolute = sheer number of what they’re paid. if they think it’s not meeting basic needs, then they won’t see it as fair.

Relative = humans be nature compare ourselves to others. compare employee to another with similar work and see discrepancy, that affects fairness. “hey we’re doing the same thing, why are we not getting the same pay?” stronger of course when you’re getting the lower end of pay.

James 5:4

Behold, the wages of the laborers who mowed your fields, which you kept back by fraud, are crying out against you, and the cries of the harvesters have reached the ears of the Lord of hosts.

1 Timothy 5:18

For the Scripture says, “You shall not muzzle an ox when it treads out the grain,” and, “The laborer deserves his wages.”

If they don’t think they’re getting paid enough in org or outside of org, they might look for another job. Most expensive things orgs go through is high turnover rates. The more you turnover position, more money in recruiting, training, selecting. Big cost. Not one lump sum but over time.

internal = jobs comparable inside org and whether they’re getting on average about the same type of wage.

external = looking at labour market, outside of org. pay relative to what employers outside are paying for same type of work. even outside of industry.

people value money. not only motivator, but is one. the more you reward desired behaviour, the more likely the desired behaviour will occur again. they’ll maintain good performance and continue to improve.

while HR has moved out of adminstrative role and into more statrategic. still occasions where we have to look back at compensation info, job analysis.

lead = purposely pay more. think somewhere like google, cutting edge, massive company, tend to pay higher for a position like a coder than the basic wage average in the market. lead the market there.

match = trying to just work into that middle spot. because they’re just paying exactly what labour market expects. a lot of retail stores pretty much have the same pay. like minimum pay in malls.

lag = remote, not crazy competitive, not a lot of turnover, cost of living is lower, they can afford to save money on paying people while still supporting workers.

make sure it’s up to date and organized. having a good HR sys is important. since you have info on all jobs in company.

job specs = go into more human components to work in job.

perf = what’s expected of people in those jobs.

can use this info to compare jobs and check if there’s equity issues in org and between competitors.

job evaluations = more common. assessing job content itself. what job is entailing. what people in job are doing.

market = not looking internally. looking to the market to see if there’s discrepancy there. maybe they’re not getting a lot of people applying and say “hey we’re not offering enough compesnation”

the least precise option. gives an order, but doesn’t give a lot of info beyond that. can’t compare things relatively. with ranking issues talked about in past classes, very basic. suceptible to biases.

responsibilities = so subjective might focus on one of those elements than the other.

much better because touches on different factors at each job. goes into elements that make up job and the degree to which they’re important as well. more time intensive. you have to first identify all the factors within a job, can be erroneus, where job analysis info very important. identify different levels of job, what they consist of. define factors. outline different levels for factor. like creating bars rating scale, but for each individual factor. the last column has points listed as well. the points show how each important each factor is to that job. very helpful approach because gives more info on how jobs comparable and how not. a lot more precise. more difficult to developo. because gives so much info, more common. more valid.

on graph, reflects point values. scatter diagram. you can put every job on this paticular grid. map it out. draw a line that goes through, as close as it can, through every one of the dots. you call that the wage trend line. so you can place non key jobs, ones that you don’t have info on externally but are used in org, to find what’s appropriate to pay. 700 value important to that one, but has no wage info on how to pay that job. accountant. they’re stimilar overall. might have nuances. but same. common in labour market. you have market info on them. when you map them out, you can place non key jobs along that same line as well.

Jeremiah 29:11

For I know the plans I have for you, declares the Lord, plans for welfare and not for evil, to give you a future and a hope.

2 Corinthians 5:17

Therefore, if anyone is in Christ, he is a new creation. The old has passed away; behold, the new has come.

Luke 6:31

And as you wish that others would do to you, do so to them.

org pays a premium for it. market wage rates a lot higher than the trend line suggest. this graph, red circle rate. that’s a rate of pay that’s higher than contractually or formally established pay to job. that’s where org is paying premium. green circle rate,l paid less.

silver circle is when someone’s getting paid more because they’ve bene there longer. technically above the market epxectations. gold circle is when getting paid more because of merit pay they receive, justified, warranted, but technically above what the wage line would tell you.

might get a little more money than what wage salary might state. the GM situation several years ago, they had case, fighting for more money. because union so big and powerful can use to get a bit more money than what is necessarily affected. unions big part. if working in compensation, be careful of, but you have to make sure you justify every pay grade you put together so you’re in line with what market is expecting.

cost of living, if every year it goes up by a certain amount, wage might go up as well. not necessarily related to job evaluations, that’s just the increase that’s going along in proprotion to cost of living increases.

if employee really value, lots of knowledge, hard to replace, might pay more to keep them around. expensive to recruit and select people.

one tool you can use is the compa ratio. if they have a range of some kind, then you can outline the degree how farway they are from the midpoint. if going to top of range, you can move them up if getting less motivated.

any sort of governmental element can affect what you can actually put in. how much you can pay, how little. affects salary ranges put together.

dilemma’s are a part of our life as HR. if you start hiring people at 15$, then those people will be doing the same work as those paid $18. so once you get to point where maybe after the first year they’ll put up to it. after that, if doing exact same work, people getting paid more, than that’s a problem.

because they were desperate and wanted people in, they put out salary option of 18$ an hour. hadn’t thought of long term impact. can be expensive, if 200 people hired at that rate, that’s a big difference. extrapolates.

Focusing on the job content. Individuals doing jobs equzlly valuable are compenseated to the same degree. Text uses example of nurse and electrician and both are equally valuable to org, the job evaluation showed they have around the same amount of points, they should be paid the same, even though they’re different jobs.

Not all employees like unions, since paying dues, but if there’s no good benefits, then they could seek unionization. Also makes less errors at work since reducing fatigue. Some employees might not qualify for insurance outside of workplace, but working within org, they can get access to that. Job seekers like having a benefits package. Less likely to leave, ideally you’d want them to have org commitment and love the work, but them staying could also be related to all the support they get from org. Turnover is very expensive. Reduce amount of training. If employees have to take on overtime or look for extra shifts to pay for these services, then it costs employee a lot of money if doing a lot of overtime work, but benefits plans are cheaper. One group plan bought in bulk for a lot of employees, cheaper than shelling out ot pay over and over again.

EI = season where fisherman makes money on one part of the year, but doesn’t on the other parts. contributory, so employees have to pay into it while their working. so they can draw from it when they need to.

health insurance = universal health care, funded by gov. ensures basic health needs met by employees.

Matthew 13:47

“Again, the kingdom of heaven is like a net that was thrown into the sea and gathered fish of every kind.

Genesis 1:28

And God blessed them. And God said to them, “Be fruitful and multiply and fill the earth and subdue it, and have dominion over the fish of the sea and over the birds of the heavens and over every living thing that moves on the earth.”

statutory holidays have to be respected, mandatory minimum of vacation time given to all employees.

org can choose to offer more besides basic mandatory minimum.

guaranteed = you will get paid for 35 hours of work weekly for entire year. regardless of boom times, or lulls where there’s no work, doesn’t matter.

supplemental = EI doesn’t cover everything. top up of EI since you don’t get everything from EI.

governing legislation is called the pension benefits standards act. legislation specific to pensions, that as hr professionals, need to be aware of.

minimum 30 minute lunch break. paid sick leave, have always seen stories of people taking sick leaves to pay without being sick. so just personal leave, where still paid, no questions asked, no sick note, they just get day off.

educational assistance = pay for employee to get MBA, pay for accounting CPA certification.

social service = funding a bowling league or softball team. relocation, if your job is moving and you have to rent a bunch of houses.

gives them that info. can also include emerrging services, relatively new.

health spending = give each employee a pool of money they can use for health related reasons that might not be covered or covered enough under employee health plan. $2000 they can use for health related things. helps stretch that health related coverage more.

employee wellness = gym equipment, memberships, anything wellness related pool of money.

concierge = having laundry done, dog walking. services you think of in the movies that concierge’s do in fancy apartment buildings.

benefits = back before, part time employees were not entitled to benefits, but now there’s some given to them.

retention = glassdoor.com, employees put thoughts on compensation plans, benefits are attractive to employees. helpful for keeping people around.

benefit audits = check, make sure package and benefits within are still adequetly meeting what employees needs. if you don’t change ever, not good. generational shift is changing, different types of employees changing, value different things, looking for different things. massive changes in org, or mergers, revisit these things.

talking to team of subordinates. or CEO sending out emails to all employees.

in house = journals, magazines, go around internally.

info booklets = employee handbook. someone comes into new job, they get some kind of package about what it means to be a worker at this org.

bulletin = notice from head office.

pre-recorded = video of something on intranet, email attachment.

email = like blast email

meeting = supervisor gets full team together to discuss.

receive news, email so it’s exact. important, legal doc.

social media good for small things. huge hurdle for HR. been found that generally employees don’t like having bosses on Facebook, even research backs up. difference between social media platform like Linkedin and Facebook. Linkedin, expected to get added. Facebook, very personal. Facebook good tool, just not for personal interactions. Might change with norms or research. A lot of orgs are putting in policies on Internet use, social media.

Other big concern is security. So, you can’t always ensure everything stays private. Exchanging important info on messanger, someone could see.

Psalm 112:7

He is not afraid of bad news; his heart is firm, trusting in the Lord.

Proverbs 25:25

Like cold water to a thirsty soul, so is good news from a far country.

2 Thessalonians 2:2

Not to be quickly shaken in mind or alarmed, either by a spirit or a spoken word, or a letter seeming to be from us, to the effect that the day of the Lord has come.

employees at lower levels disseminate info to higher levels. a lot more different options.

grapevine = water cooler talk. very informal. spontaneous. comes from social interaction. employees working with each other.

email = same concerns as downward communication.

in house = formal complaint system.

meeting with sup = as a part of the in house complaints. promotes upward comm more.

suggestion = ways of getting worker ideas thrown up. HRIS system. portal. evaluate on other end.

surveys = more common. worker attitudes, opinoins.

social media = similar concerns. monitoring. security.

e recruitment very normal. hard to make case to ban. especially since orgs promote themselves a lot on social media. concern about it. a lot of issues surround social media. orgs want to ban negative discussion to some degree, but they miss out on pretty intense benefits.

deviance = counter productive work behaviours, absenteeism, theft, sabotage. orgs don’t want. could shoot yourself in the foot. reverse psychology.

incivility = subtle things that could be perceived as rude. not holding the door for someone behind you. could be perceived as deviance. postiively related, increase.

preventative = letting them know what is and isn’t acceptable. what’s expected of them. get them involved in proc. more employee involved in building climate, more ownership they have, more likely to perform the way they should. and discipline action later won’t be needed.

corrective = reactive, not proactive. reform, so make sure they don’t do it again.

distributive = ensuring no special treatment. everyone who does this a certain amount of times gets the same punishment

procedual = not about outcomes, but the process in decision making, all that is fair.

interactional = actual interactions of supervisor/hr rep to employee. make sure conversations are respectful.

justice important for performance, job satisfaction, important outcomes that org pay attention too.

ultimate discipline, final step. if ddiscipline doesn’t work. worker is dismissed from org. voluntary turnover, they might choose to leave. org might also want to separate themselves from employee.

recent decision did say that individuals federally regulated can’t be dismissed without cause.

pay employee out rather than giving notice. if work with valuable client list.

can’t be discriminating against race, religion, gender, etc.

Galatians 3:28

There is neither Jew nor Greek, there is neither slave nor free, there is no male and female, for you are all one in Christ Jesus.

Romans 2:11

For God shows no partiality.

Acts 17:26

And he made from one man every nation of mankind to live on all the face of the earth, having determined allotted periods and the boundaries of their dwelling place,

Romans 10:12-13

For there is no distinction between Jew and Greek; for the same Lord is Lord of all, bestowing his riches on all who call on him. For “everyone who calls on the name of the Lord will be saved.”

it might look, on the surface, where there’s just cause. but a lot of things go into a case like this. whenever situation arises, it’s often settled out of court.

employer responsible for giving evidence. due process, everything needs to be documented. have to have a trail. make sure there’s a case for it.

these are the types of documentation.

conducting thorough investigation = only in cases where it’s required. evidence looked into.

1) standards have to been outlined first. proof that they did get access to info.

3) not just you violated this code, you violated this code by doing x y z. fired, could get a figurehead like a manager fired.

4) if someone’s late once or twice here and there, actual explanation. doesn’t fall into employee misconduct. purposely coming in late, over and over again. that can be a case.

Voluntary = employee decides to step down, quit, resign. Or in some cases retire if they’ve been with the company for a long time. Implications are the same, different implications with Retire vs Quit.

Involuntary = Dismissal, the employer pushes for seperation, not the employee.

Biggest reason is job dissatisfaction. Mentioned satisfaction a lot in class.  They might look actively for another job. “Shocks”. Something as simple as a really good offer from a different org. Or them hainvg a massive blowout fight with their boss. Non job disatsfiaction reasons that are attached to a specific event that would encourage them to leave.

Might not be as actively involved in meetings. When you hired them, they really wanted to move up. But lately, they don’t care about it, also sign. Not investing as much into work their doing. If they’re previously a high performer, they might slack off more, doing bare min to keep their job for now. Signs individual is distancing themselves from org. Create space. Don’t want to commit to anything more.

We’ve always talked about it being an expensive HR thing. But don’t always a bad thing.

Dysfunctional: Gone through pain of getting this super talented top performer in org, so when they stay, an asset, leaving, a huge cost. Huge amount of resources you need to put to someone else. If workers really connected, seeing one leave can affect others. Workload spread amongst everyone else with no extra pay.

Functional: Grid up, employees into different cateogires. Top perofrmers, mediocore, poor from a few classes back. Open spots avaialble. No need to pay severance. If salaries increase every year, saves money, since don’t have to pay for poor performing veterans.

Can anyone take up a bad job seamlessly. Is it a big hurdle to teach. Social capitol, relationship, lawyer might have certain client lists, so tougher to fill. Vs someone working retail, don’t need social capital, can replace easier.

If there are a lot of readily available people, easy to teach KSAO’s, no need for social capital, then it’s a functional type of turnover. So work is fine with people leaving.

Dysfunctional, if hard to teach, skillful work and lots of social relationships, org doesn’t want them to leave

What court looks like, young one thing, but they’re with 30 years and in they’re 60s, different situation altogether. Less favourable labour market, someoen in 60s harder to get job, especially in market that’s not hiring a lot. Not a lot of jobs out there, length of notice period or severance affected.

wrong, min entitlement depends on number of years. common law, everyone gets it. short service employees treated better. no 5 year threshold. if you worked a job, you’re owed severance.

no formula, you’re tenttilement. age, position, length of employment. minister of labour perpetuates myth. week per year is only minimum entitlement, more than that. so many people fall for that.

law doesn’t look at that. terminated with cause or without cause. if you stole or hit someone, you need severance. as logn as you’re not worst offender, even if done few things wrong, no diference. terms made up

5 years or less are treated better. employee only worked few months. sometimes owed few motnhs severance. just because you worked for short time, you have to explain to workers why you worked a few months.

employees believe being indepdent contractor, wrong. regular job, you’re considered employee. doesn’t matter what you call yourself. on contract, plumber, plumber doesn’t work for you, indepndent contractor, regular job, you’re an employee. severance can be substanatial. otherwise, people would just give independent contractors by companies to not pay money. but law is smarter than that.

Deuteronomy 24:14-15

“You shall not oppress a hired servant who is poor and needy, whether he is one of your countrymen or one of your aliens who is in your land in your towns. You shall give him his wages on his day before the sun sets, for he is poor and sets his heart on it; so that he will not cry against you to the Lord and it become sin in you.

Leviticus 19:13

‘You shall not oppress your neighbor, nor rob him. The wages of a hired man are not to remain with you all night until morning.

Leviticus 25:50

He then with his purchaser shall calculate from the year when he sold himself to him up to the year of jubilee; and the price of his sale shall correspond to the number of years. It is like the days of a hired man that he shall be with him.

legal standpoint, complicated. if emplyoee resigns because of changes that have happened to job, instead of what they expected to be their job, can be constrructive dismissal. because they’re so messy and legally complicated, best to call professional. if you change to degree, where you’re not doing the job you’re hired to do, position may no longer be same position or needed anymore. So are cases where it happens because of tech progresses. Makes sure to do it in proper way.

if you think something’s happened that fundamentally changed nature of job, have to address right off the bat, otherwise you agree to the change in contract implicity by not saying it, they can use the change against you.

meeting with employee and dismissing them.those situations vary a lot depending on org, industry, person. in general, some things to be aware of. put everything together a head of time. sounds basic. but rehearsal good way to walk through process to come across as professional and empathetic as possible.

private, preserve interactional justice. don’t want to treat someone disrespecfully or without dignity. put yourself in their shoes. see if this is someone that you’d react well to, negatively too. try not to drag it out. they might have idea what meeting’s about anyways. they might get more and more anxious about it. be straightfoward, wrap things up fast.

experts recommend doing it in the morning and in the middle of the week, instead of Monday which is already a charged day, Friday which is going into weekend. don’t want to come across as unsure.

special security: national security, top secret documents, want to have security because of nature of work, sensitive data. process might look different from industry ot industry. show you what things might show up, curveballs.

privacy: in relation to selection/recruitment. if we’re making decisions, even not conciously, based on not job related info, that can be potentially discriminated, unfair. open org up to potential lawsuits. text, goes into more detail on what PIPEDA looks like. essentially outlines that employees are entitled. most prominent legislation, everything being online. this zoom call. PIPEDA big part of lives as HR.

Right to Fair Treatment: applies all throughout employment, not just hiring. safe enviornment. shouldn’t be discriminiated against in any stage, compensation packages, performance appraisal, everything we do as HR professionals.

Cannabis: now that it’s legalized. orgs have to think about it. accommodate to take times off to get treatment. entitled to do that. impairment at work still frowned upon. Doesn’t promote or support. Create policies around it to have something in place, should any issues arise.

turnover results from disatisfaction. volutnary turnover. ways orgs are dealing with it is participation.

1) having them do some of the managmenet stuff that a supervisor or team lead might have done before. gets them more involved

text summarizes 2 and 3. employee self service more technical, put together their own sort of claims, get them involved in pension fund, picking investments, not have someone do that for them.

get them involved in the work their doing and all parts of jobs. the more they participate, the more they take a piece of ownership into the work.

no layoff: org given stability, have comfort voicing thoughts, opinions. otherwise, won’t feel safe.

org downsizing: currently high concern with pandemic. text goes into more depth. when employer orgs need to consider decision itself. all stakeholders affected. having a plan in place and understanding what it means is important.

AI: becoming top of mind, changing way we work, more automation, especially good for really repetitive jobs.

top performers: outline how to do it. – make clear, have plan ready so we can convey that to them. – makes clear link. – get supervisors more on board, more motivated to keep good performers around – ezit interviews are no fun, but gives more info. having info come out of those can be really valuable and make adjustments as needed.

Accidents are expensive. Turnover we talk about being expensive, accidents are similar. Individual may need to take time off, dip into benefits offered to them. Org needs to redistribute work, hire someone new to take on role while they’re gone. All of these are issues that can set an org back on what they’re trying to accomplish.

Federal and provincial legislation, like from 4th chapter. Before now, mostly considered employee’s responsible. It was up to them to figure out how to do job effectively. But they figured it was better for them to work together.

Due dilligence by employers that the workplace is a safe place to work in. Employees also have a shared responsibility.

Both are from Canada. Time Loss, individual gets compensation because there’s an injury that occurred on the job. Lowest amount was 2015 and that was 250 000 injuries reported. We want to keep that trend going down.

Workplace fatalities that trend is even. Blip from mid to late 2000’s. Lowest reported was just over 800 deaths per year. Highlighting that it’s important to pay attention to workplace health and safety.

Talking about federal legislation here. Provincial is very reflective of the federal one. Depending on where you end up working, it’s important to look at provinical as well. You can google most of that.

Hazards are, anything ranging from, physical like a lot of noise. A bio hazard. So any biological elements around, or chemical. That’s also a hazard. There’s ergonomic hazard. Hazard to work space working in. Repetitive strain injury.

Can bring up refusal to employer, to investigate. If it isn’t safe, they can correct it.

Safety rep, someone a part of the safety committie. If no safety, contact external labour board, beyond the org. The other worker needs to be informed that the work’s been refused already. So individual taking on that work is fully informed.

Bottom portion is what has to happen when there’s no resolution and there is a safety issue.

Every org has one. For both sides of table, management and union/labour side to work together. Since workplace safety affects everybody. Have to meet at least 9 times a year at regular intervals during regular working hours. Consider complaints that come in. Do it in relatively timely manner. Not over too long of a period. Participate in all inquieries and studies, involved in all aspects.

Lighting, if someone’s doing intense work with sharp tools and don’t have proper light, that’s also unsafe. These are first causes of accidents, first source.

Police officer, comes with certain level of risk/danger. Even this individual, he’s a contractor and climbing on roofs all the time, that’s a risk too.

Accidents more likely to happen for people on shift work. Switching day to night schedule, that can be a lot on your body and mind, so leads to more accidents.

Psychological, whether workers have idea of what they’re role is, what they’re supposed to be doing. If the workgroup cooperates well or don’t. If they don’t cooperate well, that reduces cohesiveness and increases likelihood of accidents.

Back pain and back loss are the most common injuries at work. Lifting heavy bags of equipment or concrete, not doing it the way they should, the risk for injury skyrockets. Bad posture, not hunching over. Could even be out of office, like someone working in coffee shop looking at laptop hunced back all the time. Another piece of that ergonomic puzle.

1 Corinthians 6:19-20

Or do you not know that your body is a temple of the Holy Spirit within you, whom you have from God? You are not your own, for you were bought with a price. So glorify God in your body.

Top Management, really big one. Mentioned a lot in course. Shared responsibility. They have resonsiblity to pay attention to health and safety elements of different jobs.

Positive reinforcement is the tool that encourages employees to repeat the behaviour they’re doing. If they’re engaging in the same behaviour at work, then we want to make sure they repeat that and they continue engaging in that.

Progressive discipline, not the nice thing, but for really risky jobs, you want to let workers know about the consequences in doing unsafe behaviour.

Teleworkers, people who work remotely from home or other places.

Not an easy thing to apply. Since the individual isn’t working on grounds of org, there’s questions of what’s employers liability. Working these out, especially with COVID. More provinces will come about with more formal policies. But for now, only 2 provinces have legislation on this.

Person isn’t notifying them. Shouldn’t be backing up. Should let people know. No hard hats. Yellow line where they’re supposed to go is fading. Forklight guy wearing running shoes. Forklift is raised, should be lowered. Lack of side mirrors. Walkie talkie unsecure. Propane tank, cylinder in back, not secured. Coffee cup left unsecured, sitting on side. Lack of reflective vests.

Workers not wearing gloves. Guy is distracted, showing something on phone. No steel toe boots. Scattered material. Jack hammer, no protective hearing. No eye protection. Saw horse unstable, leg is missing. Stance is hazard. Multiple people working on jack hammer.They have little foam ones in, but not enough. Need big ear muff ones. Person using saw has loose tangled clothes, can easily get wrapped in there. One worker wearing baseball cap under hard hat, make it less protective.

Tangled coords. Guy holding leg up next to ladder. Outlet boxes hanging close to ledge, coffee near edge, can spill on electricity. Wet floor janitory. Wood cutter not wearing gloves. Wet floor sign when mopping. No one holding ladder. Stretching. Pizza delivery guy, training before walking on set of construction event. Fire exit is blocked by storage equipment. Mat curled up on floor, tripping. Mop water is really close to electric cables. Woman smoking in enclosed space. Improper footwear. Guy sawing, sawdust. Climbing ladder, arm is too high not using proper technique. No one spotting him. Hard hat left lying on ground. Tripping. Also someone could wear that. There’s a lot of hazards that come with just basic everyday things.

If someone’s completely stressed out, they feel they have no control over the situation. Not going to lead to good performance outcome. Moderate levels actually ok, there’s something a little bit challenging, not such a bad thing.

First few related to job characteristics model. Working at odd times. Isolation, just working on their own or feel no connection to other humans. Not sure what they’re supposed to do. Lack of work life balance. Responsible of a whole team of people.

Relationships. If they don’t feel like they have a voice at work. Management style doesn’t match their work. Lack of feedback. They’ve been catapulted beyond where they’re supposed to be. Imposter syndrome (Among Us), why are they up here? Job security can be stressful if they job hop and want to move elsewhere. Can’t move up.

Someone chrnoically under stress, takes very big toll. Presenteeism. Abseenteeism we want to avoid, we think latter is good. Presenteeism, person shows up, but mind is still at home. They show up to work because they have to, but completely tapped out of resources. More risk for safety issues. Unhealth for employee but puts others at risk as well. Relationship between stress and performance is curvalinear. Shaped like a U. As stress increases, performance increases up to a point. But comes to a point where that relationsihp starts trending downward. Moderate level of stress heightens performance, too little stress decreases performance too since they feel that they’re not challenged.

Make sure there’s clarity. Increase ownership. Less isolation. A lot of these directly address causes of stress, stressors. That’s better long term outcome than just having stress reaction. Being able to relax reduces stress reaction, but doesn’t change the stress cause.

Still stigma surrounding mental health. Offering resources, making sure things in place. Whole gamibit of things employees dealing with.

Thought of just as a perk. Gym membership, added bonus.

People who type a lot get carpal tunnel. Jobs where we sit at desks all the time. Sitting in bad chairs. Lifting things wrong. Repetitive strain injuries, comes from doing the same thing over and over again. Some think of it as added bonus. But they’ll be with org for long time, make sure they have effective tools to do work.

Celebrating labour. Union gave day of rest for worker’s hard work. Came to protest for fair wages, right to organize in unions.

Today’s lecutre will be quite technical. Especially for looking in jobs like government, good chance you’ll be dealing with unions, either joining union or on management side working with the union reps.

1 Corinthians 15:58

Therefore, my beloved brothers, be steadfast, immovable, always abounding in the work of the Lord, knowing that in the Lord your labor is not in vain.

Ephesians 4:28

Let the thief no longer steal, but rather let him labor, doing honest work with his own hands, so that he may have something to share with anyone in need.

Acts 20:35

In all things I have shown you that by working hard in this way we must help the weak and remember the words of the Lord Jesus, how he himself said, ‘It is more blessed to give than to receive.’”

At very last bubble. Maintaining high performance, completed the choice and implementation of human resource strategy. Evaluating strategies and making sure they’re alligned with org goals.

Power imbalance = Employer seen as having more power in majority of cases. Original line of thought when unions came out.

HR perspective = more on what we focus on today.

Enduring = Ongoing, exists all the time.

HR reduced = looking at interests of both parties and that there’s commonalities there and there’s some things aligned. Why do they have opposing opinions? Asking that.

Find a solution that works on both sides of the table, not just for one or the other.

we in Canada have some pretty intense laws. labour laws limits what management can do when union action is going on or working out collective agreement.

job satisfaction = if they’re not satisfied with job, they’ll join union to get changes to happen to increase satisfaction

attitude = more positive attitude, favours being part of a union.

instrumentality = unions can be a force to be reckoned with, help employee get better compensation and benefits package. can work in employee’s favour.

differ from province to province. but most abide by these elements to some degree.

2) both sides coming to table and putting effort in to find solution. you can’t just say “we will never concede to any of your demands!!!” you have to be open to get a solution.

3) steps are taken during negotiation period.

4) usually thought of in terms of employers. but restrictions on what unions can do as well.

5) after negotiation falls apart, no agreement, move to conciliation where you bring someone else in to find common ground. idea here is, you have to exhaust those resources before locking out.

not crazy high, but still substantial. public sector, sometimes called public servants, like working for the government.

wages, not all too surprising. but this is one advantage to having union backing to. one of the constraints putting together compensation system is union. wage is last element to come to table, since there’s a lot of contention. but it’s a big part of negotiations and union relationships.

we see strikes in media, but more often it’s a settlement. or threat of strike is put forward and then they come to agreement before going on strike.

strat weak = you need bargaining chips to negotiate, something that management would want to gain from cooperating with you. if there’s nothing for you to offer, then you can’t persuade them.

wages = when you’re part of a union, you have to pay dues. is part of the salary. so not necessarily higher salary. but the benefits are big perks, especially now.

tenure = doesn’t just reduce the amount of people quitting jobs, but increasing the amount of time people stay at their jobs.

Healthcare collective bargaining, outlines safety, benefits, wages. Ratification process, voting. Concession bargaining, employers taking benefits away.

Autorization card, exactly what it sounds like. Vote of either yes or no, assigning card.

There can be signs from management perspective. Obvious signs like flyers, but more subtle like exit interview comments on negative work environment, employee language change (more labour related terms), employee communication behaviour changes (less cooperative with management), employee phone time increases, emotions running high. not cut and dry reasons that you can say for sure union activity is happening, but could point to cause.

once union starts to organize, management side has very limited recourse. because employees have a right to join a union. if they choose to, they’re allowed. if management can interfere, that can work against them as well.

remove = increase HR functions, make changes more effective.

encourage = even though employers don’t want unionization to happen, extra layer of work and relationships, employers don’t want unions. in hopes that there’s enough of a representation of people who don’t want to unionize that it outdoes people who do want it.

you can’t be super active to discourage union participation on management.

union needs to be a certified bargaining union. needs to persuade employers outside of work times and at a different place than the workplace. can’t go on strike in the middle of a life of a collective agreement.

if the union sees a lot of unfair labour practices happening from management, they can say “hey, they’re engaging in all these unfair labour practices”, which further highlights why you need to be unionized. so it can work against management too if you’re actively trying to destroy them.

voluntary = amicable approach, no 3rd parties present. majority of employees want to be unioinized, they believe it’s fair process, so they become union.

regular = more common. automatic certification, automatically become union when majority signed. involves Labour Relations Board, so a member from that needs to be here.

collective agreements are comprehensive and takes an incredibly long time.

distributive = comes to mind easier. think of two people sitting across table. there’s a fixed pie. there’s a certain amount of tables to be negotiated with, and you want to get as much as you can. win lose mindset. for me to get more of those resources, then the other side has to lose.

integrative = expands the pie. as opposed to looking it like a certain amount that needs to be divied up, looks why, each party wants the things that they want. you can get more creative, put more resources on the table, and find more win win solutions. more intense and complicated. more sharing/discussion. generally more effective approach overall, especially when you’re trying to foster/maintain a relationship between both sides.

5) arbitration, decision step, there has to be an end to this eventually.

all grievances recorded, if a lot of grievances coming in from department, then that’s info for HR to show that there’s problems with mgmt in that area. decision is binding so it can’t be changed. shouldn’t resort to since expensive, both sides have to pay, so want to resolve earlier.

supression = riskier, in some cases can be an unfair labour practices.

substitution = better approach. improve HR systems to reduce need for the union in general.

not everyone familiar with this. exactly what it sounds like. people in different areas go on strikes at different times. still disruptive, but reduces impact on innocent customers. these are happening in very big unions. canada post, across the country. go on strike in edmonton on one week then victoria the next.

Starting off with Strategic Human Resource Managing

Top circle is overarching framework, everything else belongs below. Everything else in chapter is below. Competitive advantage of human capital.

Decision = Which systems/processes to implement

Evaluate = If they work good, if not, make changes. Take into consideration task variety, autonomy, how much workforce is available.

Forecast what you’ll need vs what you have in terms of human capital. Mapping it out, having info ahead of time.

Never seeing the outcome of the project, don’t know what they’re doing, give more autonomy, responsibility. Good if it’s a bad performer, but bad if good performer. Sooner we can see this coming, the better we can prepare. Pandemic, not a lot of lead time to prepare, random chance. But prepare for what we can handle.

Several different acts important.

Core = haven’t even spoken to person, you can see (person is black, you can see their skin)

Secondary = can’t see it when you haven’t spoken to them (what political beliefs, religion person is, not visually visible).

2 way street = employer learns about employee and employee learns about how the company is.

Recruitment doesn’t stop when selection begins, happens throughout.

There’s so many applicants coming in with online portals, huge administration cost going through all the people. Save on costs. Make sure applications are high quality.

With Internet, so many recruitment methods. Moving people up, around in similar department. Or outsource and go external. Depends on what HR plan tells you.

We attracted them, selected. Once they come in, have to onboard. Employee hand book, showing them around, meeting their co-workers. Happens through first year.

If someone wants to be promoted to higher job, having performance data will be helpful.

Administration decisions, who to promote. Comparative vs non comparative methods. Depending on data.

James 4:7

Submit yourselves therefore to God. Resist the devil, and he will flee from you.

Internal Equity = comparing workers in same company with same job.

External Equity = comparing workers from different companies with same job. Important, feeds into everything we do. Job characterstic model, specifies skill variety, etc, ensure employees are getting sense of fufillment/challenge from what they’re doing. Sense of purpose, valued part of org. Enhances good outcomes.

Employment equity = legislation.

Old Boy’s Network = bunch of colleges might play around at golf, women not invited. women get fewer mentoship options, less networking. men invited along get oppurtunities.

glass ceiling = invisible barrier to reach higher levels, like middle manager can’t move up.

glass cliff = women given chance in higher leadership positions, but only given change when they’re essentially being set up for failure. high risk situation, when firm in crisis, situation where they’re already likely not to succeed

Recruitment methods = walk in, referrels, advertisements on website, job boards, e recruitment. a lot of electronic recruitment tools, expanding.

preliminary receiptoin courtesy = ask a broad question to start off “how’s the weather” just to lighten the mood.

employment test = cognitive ability, personality, pen and paper or electronically. cog ability best selection tool, high correlation to job performance.

personality tests, it’s easy to tell what’s being asked of you. touched on way org and researchers can get around that. option where, they present two options, both desirable and pick which one is better. or between two undesirable ones. algorithm then calculates it.

employee development = training is more short term, development is medium to long term.

common for post test. better is pre test and post test so you have measure of difference rather than what’s just at the end.

focused on long term type of development, not medium term. active career planning, shows we care about their growth, not just getting output out of them.

performance info is basically critera. measuing outcome.

design = reliability and validity. consistent and capturing what they should be capturing.

evaluation = comparative where employees are comapred against each other, put every employee on distribution. their placement depends on other employees performance. behaviouraly anchored ranking scales BAR scales, it’s non comparative because you’re compared to a bench mark and not another employee.

360, getting sources from supervisors, subordinates, collegues, can be telling if there’s patterns. a lot of data on where strengths/weaknesses are.

error = primacy and recency effects. similar to interviews, making decision of judgement.

challenges = government regulations, union power.

pay secrecy = very common, a lot of people don’t talk about their pay.

total rewards = set up for next topic, basically everything that’s put into a compensation package. everything given to employee for working at org. not just money, but social interaction, workload, benefits plan. not everything has dollar signed attached to it. all encompassing package.

CPP, deduction from paycheck, because legally reqiured benefit. voluntary can be short term disability, extended health plans. flexible = if employee really needs prescription coverage and not vision care, then they can put more towards it. option to split things up differently based on their own needs.

progressive discipline = if you continue down this particular road, there will be consequences. warning first, fire later if continued bad action.

you can dismiss employees for any reason, but they’re entitled to severance. if incompetence or misconduct, enough evidence to prove, then you have just cause and don’t need to give payment.

turnover not always bad. if it’s a bad performer, then turnover good. if it’s a good performer, turnover bad. costs org a lot of money, resources, time to replace that person.

repetitive strain injuries are common, reported often. health and safety committees important, mandated by law, part of a lot of decisions.

accidents will happen, but we want to reduce the liklihood as much as we can. those pictures of seemingly innocuous situations that have potential accidents in them.

ideally manage the stressor as opposed to the stress reaction.

sick building = people get effects if in building for too long.

Automation takes out human error, more consistent. Union attitudes is a challenge, since a lot of interaction between people. Automation would be a disadvantage in those cases.

Unions are fighting for the rights of people, employee themselves protected. Want higher wages, collective agreement. As more automation comes into play, labour relations are more complicated. Mechanical things don’t need protection, not getting paid for anything. More automation, fewer people needed to be employed. Affects union itself, the attitudes within it, lower overall. Can be more dangerous, union can step up productions for people still around, since lots of heavy machines working with.

It has to be valid job related reasons to reward behaviour. Can’t reward on prohibited ground.

You could discriminate against history of substance abuse. Only do drug test if candidate themselves tells it to you. Or if it’s a BFOR like truck driving or working with heavy machinery.

Questions are supposed to be job related, situational, behavioural. General interest questions like what are you hobbies, interests, strengths are common, but not good, since has nothing to do with the job elements.

Helpful, not just for employment developpment piece, but also looking for utilization. Hired for job great, but might be other areas or competencies where they can help out that’s not being used in their current position.

When comparing people, contrast errors can happen. But in terms of the actual design, just because of the nature of the tool, it’s comparative. Categorizes them on bell curve. Really outstanding people vs low performing people. You want most people in middle bit.

A lot of people don’t like it, because it forces you to have people in lower category. You could have a whole host of quite good employees, but if you’re forced to use this method, you have to pick some people and put them in the lower categories. You’re comparing employees to each other.

Forced Distribution. By forcing them to go into curve, force out leniency. If they rate everyone highly, it’s hard to put them into curve. Forced to look more critically. This is a situation where having that comparative method is helpful for counteracting those biases.

All the other stressors are unique to the job itself. Those are stressors, but not stressors related to career development. In the long term, indirectly, maybe they could be. But if you don’t have any job security, then you won’t trust the org to put in all your effort.

They can be, not always. Due dilligence. If in violation to Canada Labour Code, can be charged criminally.

It’s the org/mgmt that deals with employee benefit package. Union can fight for more benefits, but employer is the one that has to manage it, or outsource it, but it’s up to them to put it in place.

Col. 1: 27, 28 "God willed to make known what are the riches of the glory of this mystery among the gentiles, which is Christ in you the hope of glory. Him we preach, warning EVERY MAN and teaching EVERY MAN man in all wisdom that we may present every man perfect in Christ Jesus."

Rev. 5:13 "EVERY CREATURE which is in heaven and on the earth and under the earth and such as are in the sea, and all that are in them, I heard saying: blessing and honor and glory and power be to Him who sits on the throne, and to the Lamb, forever and ever."

Isaiah 26:9 "When God's judgments are in the earth, the inhabitants of the WORLD will learn righteousness."