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Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
11-16
PPT 11-14
Controversial Procedures of the
EEOC
CONTROVERSIAL PROCEDURES
of the EEOC
11-14
LO 11-2
• Affirmative Action -- Policy designed to
“
right past
wrongs
”
by increasing opportunities for minorities and
women.
• Reverse Discrimination -- Discriminating against
members of a dominant or majority group (e.g. whites
or males) usually as a result of policies designed to
correct previous discrimination against minority or
disadvantaged groups.
• This policy has been at the center of many
debates and lawsuits.
PPT 11-15
Civil Rights Act of 1991 and
OFCCP
CIVIL RIGHTS ACT of 1991
and OFCCP
11-15
LO 11-2
• Civil Rights Act of 1991
- Amended Title VII and gave victims of
discrimination the right to a jury trial and possible
damages.
• Office of Federal Contract Compliance Programs
(OFCCP)
- Ensures that employers doing business with the
federal government comply with the
nondiscrimination and affirmative action laws.
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
11-17
B. LAWS PROTECTING EMPLOYEES WITH DISA-
BILITIES AND OLDER EMPLOYEES
1. This act, passed in 1973, extended the same
protection to people with disabilities.
2. The AMERICANS WITH DISABILITIES ACT
OF 1990 (ADA) requires that applicants who are
disabled be given the same consideration for
employment as people without disabilities.
a. It requires that businesses make “REA-
SONABLE ACCOMMODATIONS” to peo-
ple with disabilities.
b. Most companies can easily and inexpensive-
ly make the structural changes needed.
c. However, companies are having more trou-
ble making CULTURAL CHANGES to be
accommodating.
d. A key concept is ACCOMMODATION, which
means treating people according to their
specific needs.
3. In 2008 Congress passed the AMERICANS
WITH DISABILITIES AMENDMENTS ACT.
a. This overturned Supreme Court decisions
that had reduced protections for people with
disabilities.
b. In 2011, the EEOC widened the range of
disabilities and shifted the burden of proof of
disabilities to owners.
4. The AGE DISCRIMINATION IN EMPLOYMENT
ACT protects individuals who are 40 years or
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
11-18
PPT 11-16
Laws Protecting Employees with
Disabilities
LAWS PROTECTING
EMPLOYEES with DISABILITIES
• Americans with Disabilities Act of 1990 (ADA)
- Requires employers to give applicants with physical or
mental disabilities the same consideration for employment as
people without disabilities.
11-16
LO 11-2
- Passage in 2008 of Americans with
Disabilities Amendments Act
expanded protection.
- 2011 saw regulations that widen the
range of disabilities covered by the
ADA and shift the burden of proof of
disability from employees to
employers.
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
11-19
older from discrimination based on age.
a. Under the ADEA, it is UNLAWFUL TO DIS-
CRIMINATE AGAINST A PERSON BE-
CAUSE OF AGE with respect to hiring, fir-
ing, promotion, layoff, compensation, bene-
fits, job assignments, and training.
b. The ADEA OUTLAWED MANDATORY RE-
TIREMENT in most organizations, but pro-
vides exemptions for certain critical jobs.
C. EFFECTS OF LEGISLATION
1. All areas of human resource management are
affected by legislation.
2. IN SUMMARY:
a. Employers must know and act in accordance
with the legal rights of their employees.
b. Legislation affects all areas of human re-
source management.
c. It is sometimes legal to provide special em-
ployment to correct past discrimination.
d. New court cases and legislation continuously
change human resource management; it is
important to keep current.
learning objective 3
Summarize the five steps in human resource planning.
III. DETERMINING A FIRM’S HUMAN RESOURCE
NEEDS
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
11-20
PPT 11-17
Age Discrimination in Employment
Act (ADEA)
AGE DISCRIMINATION in
EMPLOYMENT ACT (ADEA)
• Age Discrimination in Employment Act (ADEA)
11-17
LO 11-2
- Protects workers 40 and
over from employment
and workplace
discrimination in hiring,
firing, promotion, layoff,
compensation, benefits,
job assignments and
training.
PPT 11-18
Minding the Law in HRM
MINDING the LAW in HRM
11-18
LO 11-2
• Employers must know the law
and act accordingly.
• Legislation affects all areas of
HRM.
• Court cases highlight that
sometimes it’s proper to go
beyond providing equal rights.
• Changes in law and legislation
occur regularly.
test
prep
PPT 11-19
Test Prep
TEST PREP
11-19
• What’s human resource management?
• What did Title VII of the Civil Rights Act of 1964
achieve?
• What’s the EEOC and what was the intention of
affirmative action?
• What does accommodations mean in the
Americans with Disabilities Act of 1990?
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
11-21
A. PREPARING A HUMAN RESOURCE INVENTORY
of the organization’s employees
B. PREPARING A JOB ANALYSIS
1. A JOB ANALYSIS is a study of what is done by
employees who hold various jobs.
2. The results of the job analysis are two written
statements.
a. A JOB DESCRIPTION is a summary of the
objectives of a job, the type of work to be
done, the responsibilities and duties, the
working conditions, and the relationship of
the job to other functions.
b. JOB SPECIFICATIONS are written summar-
ies of the minimum qualifications required of
workers to do a particular job.
C. ASSESSING FUTURE HUMAN RESOURCE DE-
MAND—HR managers must be proactive to antici-
pate future needs of their organizations.
D. ASSESSING FUTURE LABOR SUPPLY in a con-
stantly changing labor market
E. ESTABLISHING A STRATEGIC PLAN addressing
recruiting, selecting, training and developing, ap-
praising, compensating, and scheduling the labor
force
F. Companies are also using advanced technologies to
manage the human resource planning process.
learning objective 4
Describe methods that companies use to recruit new employees, and explain
some of the issues that make recruitment challenging.
IV. RECRUITING EMPLOYEES FROM A DIVERSE
POPULATION
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
11-22
PPT 11-20
Human Resource Planning
Process
HUMAN RESOURCE PLANNING
PROCESS
11-20
LO 11-3
1) Preparing a human resource
inventory of employees.
2) Preparing a job analysis.
3) Assessing future human
resource demand.
4) Assessing future labor
supply.
5) Establishing a strategic plan.
PPT 11-21
What’s a Job Analysis?
WHAT’S a JOB ANALYSIS?
11-21
LO 11-3
• Job Analysis – A study of what employees do who
hold various job titles.
• Job Description – A summary of the objectives of
the job, the type of work, the responsibilities and
duties, working conditions and relationship to other
jobs.
• Job Specifications -- A summary of the minimum
qualifications needed to do a particular job.
TEXT FIGURE 11.3
Job Analysis
This text figure shows a sample job analysis that yields two
statements: job descriptions and job specifications.
critical thinking
exercise 11-1
EXPANDING THE WORKFORCE
This exercise presents a human resource planning dilemma.
Does the increased profit from a business expansion justify
increased labor costs? (See the complete exercise on page
11.92 of this manual.)
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
11-23
A. RECRUITMENT is the set of activities used to ob-
tain a sufficient number of the right people at the
right time.
B. RECRUITING IS CHALLENGING for several rea-
sons:
1. Some organizations have policies that demand
promotion from within, operate under union
regulations, or offer low wages.
2. It important to hire skilled people who also FIT
IN WITH THE ORGANIZATION’S CULTURE.
3. People with the necessary skills may not be
available, and must be hired and then trained.
C. Human resource managers turn to many SOURCES
for assistance.
1. INTERNAL SOURCES involve hiring from within
the firm and employee recommendations.
a. Internal sources are usually less expensive.
b. Hiring from within helps maintain employee
morale.
2. When it isn’t possible to find qualified workers
within the company, HR managers must use
EXTERNAL RECRUITMENT sources.
3. Recruiting qualified workers may be particularly
difficult for small businesses with few staff mem-
bers.
learning objective 5
Outline the six steps in selecting employees.
V. SELECTING EMPLOYEES WHO WILL BE
PRODUCTIVE
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
11-24
PPT 11-22
Recruiting Employees
RECRUITING EMPLOYEES
11-22
LO 11-4
• Recruitment -- The set of activities for obtaining the
right number of qualified people at the right time.
• Human resource managers use both internal and
external sources to recruit employees.
• Small businesses often make use of web
sources like CareerBuilder and Monster to
recruit employees.
SPOTLIGHT ON
small
business
PPT 11-23
Competing for the
Cream of the Crop
COMPETING for the
CREAM of the CROP
11-23
• To survive, small businesses must recruit and
retain qualified workers.
• Unfortunately, they lack the resources of larger
companies to compete for employees.
• Small businesses need innovations like:
- Letting staff help recruit and select candidates.
- Audition an employee.
- Seek out publicity.
critical thinking
exercise 11-2
MANAGEMENT SELECTION
This exercise asks the students to consider several applicants
for two job openings and decide whom to hire. (See the com-
plete exercise on page 11.95 of this manual.)
critical thinking
exercise 11-3
ONLINE JOB SEARCH
This exercise explores online job search engines such as Mon-
ster.com. (See the complete exercise on page 11.97 of this
manual.)
PPT 11-24
Employee Sources
TEXT FIGURE 11.4
Employee Sources
EMPLOYEE SOURCES
11-24
LO 11-4
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
11-25
A. SELECTION is the process of gathering information
and deciding who should be hired, under legal
guidelines, for the best interest of the individual and
the organization.
1. The selection process is a key element in hu-
man resource management.
2. Selection expenses can cost one and one-half of
an employee’s annual salary.
B. STEPS OF THE SELECTION PROCESS
1. OBTAINING A COMPLETE APPLICATION
FORM
a. Legal guidelines limit the kinds of questions
that may appear on an application form.
b. Allowed information includes the applicant’s
educational background, past work experi-
ence, career objectives, and other qualifica-
tions.
c. Many large organizations use an automated
program, Workforce Acquisition, to screen
applicants.
2. CONDUCTING INITIAL AND FOLLOW-UP IN-
TERVIEWS
a. A human resource department staff member
often screens applicants in a first interview.
b. Potential employees are then interviewed by
the manager who will supervise the new
employee.
c. Both HRM and functional managers must be
careful to avoid missteps in interview ques-
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
11-26
PPT 11-25
Selection
SELECTION
11-25
LO 11-5
• Selection -- The process of
gathering information and
deciding who should be hired,
under legal guidelines, to
serve the best interest of the
individual and the
organization.
lecture enhancer 11-2
MAKING AN IMPRESSION WITH
VIDEO RESUMES
In the age of intense competition, job seekers are doing what
they can to stand out from the crowd and be selected. (See the
complete lecture enhancer on page 11.85 of this manual.)
PPT 11-26
Steps in the Selection Process
STEPS in the
SELECTION PROCESS
11-26
LO 11-5
1. Obtaining complete application forms
2. Conducting initial and follow-up interviews
3. Giving employment tests
4. Conducting background investigations
5. Obtaining results from physical exams
6. Establishing trial (probationary) work periods
lecture enhancer 11-3
INTERVIEW BLUNDERS
There are a few questions that interviewers should never ask
prospective employees. Here’s an explanation of what to do
should the interviewer ask such questions. (See the complete
lecture enhancer on page 11.85 of this manual.)
lecture enhancer 11-4
MEMORABLE JOB INTERVIEWS
In a survey, executives revealed some of the more unusual
interviews they had conducted. (See the complete lecture en-
hancer on page 11.86 of this manual.)
PPT 11-27
Oops!
OOPS!
Areas Where Job Applicants Make Mistakes
Source: USA Today. 11-27
LO 11-5
ADAPTING TO
change
PPT 11-28
Keeping the Right Face on Facebook
KEEPING the RIGHT FACE
on FACEBOOK
11-28
• Your online personality be appealing to
employers.
• Some of the worst things to do are:
- Posting provocative or inappropriate photos.
- Information on drug use or excessive drinking.
- Bad mouthing a previous employer.
- Discriminatory comments related to race, gender,
religion, etc.
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
11-27
tioning.
3. GIVING EMPLOYMENT TESTS
a. Some organizations continue to use tests to
measure basic competencies in SPECIFIC
JOB SKILLS, although testing has been se-
verely criticized.
b. It is important that the test be DIRECTLY
RELATED to the job.
c. Employment tests have been criticized be-
cause of the potential for illegal discrimina-
tion.
d. Many companies test potential employees in
ASSESSMENT CENTERS where applicants
perform tasks of the actual job.
4. CONDUCTING BACKGROUND INVESTIGA-
TIONS helps determine which candidates are
most likely to succeed in a given position.
a. Most organizations investigate an applicant’s
work record, school records, credit history,
and references.
b. Services such as LexisNexis let prospective
employers conduct background checks and
verify work experience of applicants.
5. OBTAINING RESULTS FROM PHYSICAL EX-
AMS
a. Medical tests cannot be given to screen out
individuals.
b. In some states, physical exams can be given
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
11-28
lecture enhancer 11-5
THE INVASIVE DANGERS OF FA-
CEBOOK
The personalization of Facebook is great for personal use.
However, it can be detrimental to job seekers. (See the com-
plete lecture enhancer on page 11.88 of this manual.)
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
11-29
only AFTER AN OFFER OF EMPLOYMENT
HAS BEEN ACCEPTED.
c. Preemployment testing to detect drug or al-
cohol abuse or for AIDS screening is contro-
versial.
6. ESTABLISHING TRIAL (PROBATIONARY)
PERIODS allows organizations to hire an em-
ployee conditionally.
7. The selection process is difficult but helps en-
sure that new employees meet requirements in
all relevant areas.
C. HIRING CONTINGENT WORKERS
1. Sometimes it is more cost-effective to hire con-
tingent workers when a company has a varying
need for employees.
a. CONTINGENT WORKERS include part-time
workers, temporary workers, seasonal work-
ers, independent contractors, interns, and
co-op students.
2. REASONS TO USE CONTINGENT WORK-
ERS:
a. The firm has a varying need for employees.
b. The full-time employees are on leave.
c. There is a peak demand for labor.
d. Quick service to customers is a priority.
3. Companies also tend to hire more contingent
workers in an uncertain economy.
4. Contingent workers receive FEW BENEFITS
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
11-30
PPT 11-29
Hiring Contingent Workers
HIRING CONTINGENT WORKERS
• Contingent Workers -- Include part-time and
temporary workers, seasonal workers, independent
contractors, interns and co-op students.
11-29
LO 11-5
• There are about 5.7
million contingent
workers in the U.S.
• Majority of contingent
workers are under 25.
PPT 11-30
Why Hire Contingent Workers?
WHY HIRE
CONTINGENT WORKERS?
11-30
LO 11-5
• Companies hire contingent workers:
- When full-time workers are on leave.
- During periods of peak demand.
- In uncertain economic times.
- To save on employee benefits.
- To screen candidates for future employment.
