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Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
PPT 11-7
Human Resource Management
Human resource management is more than hiring em-
ployees. It involves a multitude of tasks and responsibili-
ties. This slide gives some insight into the various roles the
HRM department has now assumed. Business leaders in
many companies understand the effect management of hu-
man capital can have in creating a competitive advantage in
the marketplace.
PPT 11-8
Human Resource Management (HRM)
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Uncovering the Secrets of HRM
1. This slide shows that the HR department can
help or hurt your career.
2. Some folks will approach HR with every little
problem they encounter. However, with the de-
cline in employment, HR departments are often
under pressure to get more pressing things taken
care of.
3. If you want to succeed in a company, make sure
the HR staff knows you and likes you. They can
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
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Developing the Firm’s Ultimate
Resource
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Challenges in Finding High-Level
Workers
Demographic changes are creating a challenging envi-
ronment for HR managers, requiring companies to come up
with creative ways to attract, develop, and retain employ-
ees.
PPT 11-12
Civil Rights Act of 1964
The Civil Rights Act of 1964 was a significant piece of
legislation and directly brought the federal government into
human resource management.
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
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1972 Equal Employment Opportunity
Act (EEOA)
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Controversial Procedures of the EEOC
Ask the students, Did affirmative action create reverse
discrimination against whites and males by unfairly giving
preference to females and minorities?
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Civil Rights Act of 1991 and OFCCP
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
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Laws Protecting Employees with
Disabilities
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Age Discrimination in Employment Act
(ADEA)
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Minding the Law in HRM
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
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The Million Woman Suit against
Wal-Mart
Although the Supreme Court ruled in favor of Wal-Mart,
the Court did not decide whether Wal-Mart had, in fact,
discriminated against the women; only that they could not
proceed as a class.
PPT 11-20
Progress Assessment
1. Human resource management is the process of de-
termining the needs of the organization and then re-
cruiting, selecting, developing, motivating, evaluat-
ing, compensating, and scheduling employees to
achieve organizational goals.
2. Title VII prohibits discrimination in hiring, firing,
compensation, apprenticeships, training, terms,
conditions, or privileges of employment based on
race, religion, creed, sex, or national origin. At a
later date age discrimination was added to the act.
3. The Equal Employment Opportunity Commission
was created by the Civil Rights Act. The EEOC was
permitted to issue guidelines for acceptable em-
ployer conduct in administering equal employment
opportunity. Affirmative action is the most contro-
versial policy of the EEOC and was designed to
“right past wrongs” by increasing opportunities for
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PPT 11-21
Human Resource Planning Process
PPT 11-22
What’s a Job Analysis?
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Recruiting Employees
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
PPT 11-24
It’s Not Easy Being Small
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Employee Sources
Job candidates can come from internal and external
sources. In order to attract qualified employees from exter-
nal sources, many employers offer referral bonuses to em-
ployees who refer a new employee to the company.
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Selection
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Steps in the Selection Process
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Oops!
1. This slide presents the job application areas where
the applicants make the most mistakes.
2. The results are based on the survey of over 1,400
CFOs of U.S. companies with 20 or more employ-
ees.
3. The top two areas where applicants make the most
mistakes are interviews and resumes.
4. Ask the students, What are your experiences with
interviews or resume errors? How many of you fol-
low up after an interview?
PPT 11-29
Hiring Contingent Workers
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
PPT 11-30
Why Hire Contingent Workers?
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Students and the Contingent
Workforce
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Are Unpaid Interns Too Interred?
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Progress Assessment
1. The five steps in human resource planning are (1)
preparing a human resource inventory of the organ-
ization’s employees, (2) preparing a job analysis,
(3) assessing future human resource demand, (4)
assessing future labor supply, and (5) establishing a
strategic plan.
2. Some factors that make it difficult to recruit quali-
fied employees include organizational policies that
demand promotions from within, union regulations,
and low wages.
3. The six steps in the selection process are (1) obtain-
ing complete application forms, (2) conducting ini-
tial and follow-up interviews, (3) giving employ-
ment tests, (4) conducting background investiga-
tions, (5) obtaining results from physical exams,
and (6) establishing a trial period.
4. Contingent workers include part-time workers,
temporary workers, seasonal workers, independent
contractors, interns, and co-op students. Contingent
workers are sometimes hired in an uncertain eco-
nomic climate, when full-time workers are on
leave, when there is peak demand for labor or
products, and when quick service is necessary.
PPT 11-34
Training and Developing Employees
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
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Three Steps of Training and
Development
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Most Commonly Used Training and
Development Activities
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Developing Effective Managers
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
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Why Good Employees Quit
1. This slide presents some of the reasons why good
employees quit.
2. Ask the students, Why is it important for managers
to understand why employees leave a company? (It
translates directly into the bottom line of the organ-
ization. The higher the turnover, the higher the
costs for recruiting, selecting, training, and devel-
opment, etc.)
3. Ask the students, What are other reasons why em-
ployee retention is important? (Some other reasons
may be morale of the workers, ability to recruit,
reputation and image of the company, etc.)
4. Ask the students, Would you like to work at a place
that feels like it has a revolving door?
PPT 11-39
Using Networks and Mentoring
Many students are familiar with social networking but are
unfamiliar with career networking. Ask the students, How
can you use sites like Facebook, YouTube, and Twitter to
establish and maintain contacts with key managers in and
out of the organization?
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Appraising Performance on the Job
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
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Six Steps of Performance Appraisals
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Major Uses of Performance Appraisals
1. This slide gives students insight as to the im-
portance of regular performance appraisals.
2. To start a discussion on performance appraisals, ask
students to discuss the 360-degree review.
3. After the discussion use the next slide to walk stu-
dents through some of the problems associated with
performance appraisals.
PPT 11-43
Performance Appraisal Mistakes
1. This slide highlights some of the problems made
while reviewing employees.
2. Ask the students, How can managers avoid some of
the issues discussed in this slide?
3. To start a discussion about performance appraisals
and teams ask the students, Do you think it is fair to
have your own performance appraised based on the
work of others on your team?
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
PPT 11-44
Progress Assessment
1. Off-the-job training occurs away from the work-
place and consists of internal or external programs
to develop any of a variety of skills or to foster per-
sonal development. An apprenticeship program in-
volves a student or apprentice working alongside an
experienced employee to master the skills and pro-
cedures of a craft. Vestibule training or near-the-job
training is done in a classroom with equipment sim-
ilar to that used on the job so employees learn
proper methods and safety procedures before as-
suming a specific job assignment. Job simulation is
the use of equipment that duplicates job conditions
and tasks so trainees can learn skills before attempt-
ing them on the job.
2. The primary purpose of a performance appraisal is
to determine whether workers are doing an effec-
tive and efficient job, with a minimum of errors and
disruptions.
3. The six steps in a performance appraisal are (1) es-
tablishing performance standards, (2) communi-
cating those standards, (3) evaluating performance,
(4) discussing results with employees, (5) taking
corrective action, and (6) using the results to make
decisions.
PPT 11-45
Compensation Programs
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
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Types of Pay Systems
When accepting a job offer, students should consider not
just the salary but the entire compensation package.
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Compensating Teams
1. Skill-based pay is increased when teams learn and
apply new skills. Gain sharing bases team bonuses
on improvements over previous performance.
2. Nucor Steel calculates bonuses on quality—tons of
steel that go out the door with no defects. There are
no limits on bonuses a team can earn; they usually
average around $20,000 per employee each year.
PPT 11-48
Fringe Benefits on the Job
The rising cost of health care and the cost of employer-
provided health insurance is unsustainable in the long term.
This requires both management and employees to create
systems that keep costs down, but still provide meaningful
coverage. This could include employee wellness programs
and/or higher deductibles.
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
PPT 11-49
Healthcare, a Perk Not to Be Taken
Lightly
1. Many companies now ask their employees to pitch
in for health care costs.
2. This slide shows students how to cope with those
costs and find what’s best for them.
PPT 11-50
Who Pays for Employee Benefits?
1. Entrepreneur used statistics from the Bureau of La-
bor Statistics to create this list.
2. Ask the students, Did you think more Americans
had retirement plans sponsored by their employer?
What about health care?
PPT 11-51
The Range of Fringe Benefits
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Flexible Scheduling Plans
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Using Flextime Plans
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
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A Flextime Chart
Flextime gives employees some freedom and empowers
them to work when it best meets their schedule. The bene-
fits are obvious and often lead to a more motivated work-
force.
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Compressed Work Weeks
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Home-Based Work
Bank of America’s program adds up to a $100 million a
year savings and employees in the program work remotely
about 60% of the time.
