HRM notes
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HEC Montréal**We aren't endorsed by this school
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MARK 20210A
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Management
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Jan 13, 2025
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56
Uploaded by GeneralMole8659
HRM notes S1 (10/01/23) CH1: Understanding the Roles and Players of HRM What is HRM ( Human resources management)?: The process of employing, training, compensating, developing policies and strategies. HRM Function: Deals with company performance, employees well-being while being compliant with the law. Importance of HRM: 1. For Organizations: - Improvement of performances ( on big and small scales) - Source of competitive advantage - Eases the realization of business strategies 2. For Employees: - Allows them to work with full potential, with fair treatment and optimization of their contribution - Balance between the satisfaction of the owners, shareholders and customers and the needs of the staff - Know the priorities of the organization and understand their roles What do HR managers do?
HRM activities and Processes: 1. The HRM activities must take into account factors related to the organization: - Mission - Vision/ Business Obejctives - Corporate culture (values) - Structure - Technology - Leadership Style 2. The HRM activities must take into account factors related to employees: - Portrait of the workforce ( number, age, seniority, education, ethnicity, health statuts,etc) - Presence of union - Employee aspirations - Work Climate ( absenteeism, turnover, number of grievances, strikes,etc) The importance of Strategic Alignment: When Business Strategy and HRM Strategy are aligned: HRM: 1. Contributes to Organizational Performance 2. Ensure the organizations’ Sustainability ( Survival) HR does this by: 1. Attracting 2. Retaining 3. Developing 4. Mobilizing Employees
Configurations of the HR Function: Small team: SME: Large Compagnies: Models of HRM: 1. Traditional - Labor >>> Cost, Abundant, Malleable, Homogenous - Management >>> Reactive 2. Innovative - Labor >>> Active, Rare, Complex resource to manage - Management >>> Proactive
Players and Inflencers of HRM: - Player (Internal) A person or entity that is a part of the employment relationship that affects human resource management VS. - Influence (External) An individual, company or external company or external interest group can influence the organization’s human resource management. HR Policies and Practices: - HR Policies: A formal rule or regulation that an organization puts in place to oversee the management of human resources Ex1. Dress code Ex2. Vacation time policies - HR Practices: A method implemented by manager when managing employees Ex1. Employee staffing Ex2. Employee development
S2 (17/01/23)CH11: Mobilizing your EmployeesWhat is Mobilization? A set of behaviors: 1. Mainly discretionary 2. Benefit the organization 3. Adopted by a critical massof employees within the organization Why is Mobilization Important? - Organizational Performance: >>>> Costumer Satisfaction (up) >>>> Productivity (up) >>>> Efficiency (up) >>>> Labour Costs (down) >>>> Absenteeism (down) Levers of mobilization: 1. Lever 1: Managerial Leadership >>> Motivating Leader - Relationships of a contractual nature with employees, based on individual interest - Focuses on the results and the behaviors of their employee - Measures focused on the individual motivation do not encourage mobilization >>> Mobilizing Leader - Source of inspiration. Coaching quality, displays a leadership Style focused on employee participation - This type of leader encourages his employees to improve and stimulates them intellectually
- A mobilizing leader is fair, empathetic and respectful. This type of leadership greatly helps the adoption of mobilization behaviors by employees. >>> Demotivating Leader - Punishment-oriented leader - Leader who is primarily concerned with exercising oversight micro management) - This type of leader gives little recognition to employee contributions and usually only intervened if a problem escalated or persists 2. Lever 2: Mission, Vision and Values - Successful mobilization is based on shared beliefs that provide employees with reasons to mobilize themselves. - The mission, vision and values aim to inspire employees by presenting them with a unifying ideal - Although the manager does not participate in the development of the mission, vision and values, the manager must understand these 3 elements, to be able to translate them, and communicate them to the employees 3. Lever 3: The Organization of Work - The organization of work: the arrangement of tasks between people and jobs.- The way the wokr is structured has an influence on the possibilities or opportunities for mobilization ( ex: Teamwork vs individual work) - An Employee’s work must be participatory (ex: teamwork interdependence in jobs), interesting (ex: diversify repetitive tasks, grant more autonomy) and flexible (ex: flexible working hours, allow job sharing), in order to promote the mobilization of the latter. 4. Lever 4: HRM Practices - This lever brings together the various HR activities htat we will see during the course ( ex: staffing, performance management, remuneration,...) - The appliclication of these activities through mobilixing HR practices and policies can promote employee mobilization Conditions for Mobilization
Behaviors Related to Mobilization: CH2: Managing and Respecting Individual Rights Learning Obejctives: 1. Gain a basic understanding of the laws governing individual employment relationships 2. Understand the rights and obligations of employers and employees Managerial Goals: 1. Ensurigng a swift business operations 2. Respecting the rights of your employees N.B. We must be ethical as managers! N.B. Firm performance is a priority but one of many requirements For management = prevention For employees = take action
Federal or Provincial Juridiction? 90%of the Canadian labour force is subject to provincial law 10%of the Canadian labour force is subject to federal law Compagnies falling under federal juridiction: >> Dealing with other countries : Air routes, air transport, shipping and broadcasting >> Introprovincial links (road and rail transportation) >> National interest (nuclear energy, national defence, currency and coinage, banking) Labour Legislation in Quebec: In case of Legal Dispute: S3 (24/01/23)CH 03 : Managing in a Uniozied Environment What is a Union? Definition: A legally constituted organization that represents employees’ Interests. >> Employees participatein the union by electing union officials. >> Employees supportunionsfinanciallythrough union dues. The right to formand participatein unions is protected by law. N.B.EMployees part of union => Members
What do unios do? Roles and Responsibilities: > Advocate for fair compensation >Advocate for safe workplaces >Provide training for few skills >Promote workplace democracy Why do Unions Form in the First Place? Factors at the source of Uniozation > Improving working conditions - Higher wages - More flexible hours - Work-life balance - Group insurance plans etc > Perceived Injustice - Lack of fairness - Salary injustice - Lack of transparency > Feeling of Powerlessness - Inability What kind of Worker is most likely to be part of a union? The right of accreditation is open only to employees who are under the auspices of the Labour Code. Employee : a person who works for an employer and for remuneration. > This excludes: management and self-employed workers Even if people want to unionize, they dont alway do it. SElf emlpoyes dont count as employees, they dont accept payments in the same way as employees. Highly skilled workers are less likely to unionized, they are valued to the organization, they are already treated fairly and better than other workers so they dont need to unionize. Low skill + vulnerable workers are not likely to unionzied since they are easily replaced.
The Process of Unionization: Labour Code: Set of Laws governing the establishment of collective labor relations include: 1.Law / Freedom of association 2.The union certification 3.The union's duty of representation 4.The collective bargaining process 5.Arbitration of disputes and grievances 6.The right to strike and lockout Labour legislation of Human Ressources Management in Quebec: 3 Steps:
Step 1: The creation of a bargaining unit a- 1- Get membership cards signed and pay union dues ( 2$ min) - Prohibition of solicitation working hours - No intimidation or threats 2- Filling of the request for accreditation (ALT) - Freeze of working conditions 3- Granting certification (formal formation of the union) Union : Sole and exclusive spokesperson for the employees covered by the certification ( i.e., bargaining unit) Bargaining unit: A set of employees with similar characteristics as defined in accreditation certificate Rand formula applied + Negotiations in good faith b- The employer CANNOT: 1.Intimidate or threaten employees 2.Refuse to hire an employee because of union activities 3.Compel employees to refrain from or cease participating in union activities 4.Take action against an employee for making union solicitations 5.Hinder, dominate or finance the formation of a union 6.Find the names of employees involved in organizing a union or signing of membership cards and disciplining them Undermine the credibility of the union Compaign of the Employer CAN: 1.Explain facts 2.Objectively present consequences of union claims 3.Express their preference 4.Correct inaccurate information in propaganda concerning them
Employees : Typical Union Structure: Step 2: The negotiation of a collective agreement >> Must negotiate in good faith >> NB labor code defines the process for negotiation (90 days)
>> Good faith is not when : 1.Direct negotiation with employees 2.Prematurerecourse to strikeor lockout 3.Refusalto formulate counter-proposals 4.Maintaining an inflexibleor unreasonableposition 5.Using ultimatums, threats 6.Absence of response to notices to bargain >> Collective Agreement : Written agreement setting working conditions for employees ( b. unit) for a period of time. Types of clauses Details Contractual clauses Settlement of grievances and arbitration Work condition clauses Schedules, Holidays, Staff movements, Disciplinary measures Monetary clauses Wages, Benefits >> Management MUST: Maintain a healthy work climate, adequate level of production. Same obligations as during an accreditation process. >> During the negotiation: freezing of working conditions (as long as the right to strike/ lockout is not exercised) >> If no settlement within 90 days and conflict continues: Employees: Strike and/or Picketing ( LEGAL). Slow work down or work to rule ( ILLEGAL) Employers can: Lock out (LEGAL) Hire Scabs (ILLEGAL) Problem Solved if: Agreement is reached with conciliation or Trough arbitration >> Conciliation : - Intervention of a third party who has no coercive power - Goal: Bring the parties in a conflict closer together, facilitate dialogue between them - Minister of Labor chooses the conciliator - The parties are not bound to accept the recommendations >> Arbitration (disputes): - The parties rely on a third party to settle a disagreement relating to the negotiation of a collective agreement (ca) - Goal: submit an arbitration award in lieu of a cc (1-3 years max). - If renewal: both parties must apply
- If first case: only one party can make the request to the Minister (after conciliation) - Minister of Labor chooses the arbitrator - End of strike or lockout as soon as the process is initiated >> When negotiation ends ESPECIALLY AFTER CONFLICT, you need to make sure that : 1- Return to work protocol. 2- Strike or lockout does not break the employment relationship ( importance of understanding the reasons for the conflict, foreseeing the possible reactions of employees) Step 3: Applying the collective Agreement >> First ensure the validity. CA valid under 4 conditions: 1- The agreement must be in writing 2- The official version must be written in french 3- Provisions dealing with working conditions must not contrary to public order or prohibited by law 4- The term of a 1st collective agreement must be no less than one year and no more than 3 years. The term of subsequent agreements must be no less than 1 year. >> Success conditions according to Reed (1995) >> If not respected: Grievance. => Disagreement regarding the interpretation or application of a collective agreement >> Advantages: - Restricted arbitrary of employer - Opportunity to express yourself - Investment in training and skills development - Adoption of work practices that contribute to productivity
>> Disadvantages: - Reduced flexibility - Not inclined to variable pay - Reduced flexibility in staffing process - Less use of formal performance evaluation systems >> Influence on HR practices: Labour Relations Approaches: >> Dominant Strategy >> Interests of the parties >> Methods of conflict resolution >> Basis of the relationship between the parties >> Information management S4 (31/01/23)CH 04 : Attracting Good Candidates The Staffing Process >> Personal Planning: Process used to determine the number of positions and people required as well as their competency profile Why is it important to conduct personnel planning? >> Ensure there is enough personnel with the right skills to get work done. >> Investment in labour represents approx 40% of an organization’s budget >> Anticipate costs related to certain HR practices (staffing, training, compensation) In 2 steps:
Step 1: Quantitative planning1. Managerial Goals: - Managers must determine personal needs: 1- Number of full-time positions and competency profiles required to carry out the organizations’s activities. 2- Evaluate the number of full-time positions available. 2. Personnel Needs: Questions to ask yourself: 1- Do i expect my business activities to grow or decline? 2- Do i expect any structural changes to occur in my firm (or my department)? 3- What constraints or opportunities are available to me internally or externally? >> Forces that can influence personnel needs 3. Determining Available personnel: >> Personnel availability: the number of full-time people available to work in the organization and their competency profiles
>> Internal Movement (stable) - Transfer: Post Lateral Movemet - Promotion: Appointment to a higher level position - Demotion: Appointment to a lower level position >> Involuntary Departures (loss) - Layoff (permanent/temporary) : Temporary or permanent cessation of work for economic reasons - Dismissal: Dismissal of an employee for indiscipline or imcompetence >> Voluntary Departures (loss): - Resignation : Voluntary termination of the employment contract at the initiative of the employee - Retirement Cessation of professional activity >> + Other types of departures = loss >> Forces that can influence personnel Availability 4. Blancing Personnel Demands and Availability >> Goal: Reduction of gaps between needs and availability
5. Elaborating an Action Plan: >> Shortage (-): >> Surplus (+): Step 2: Qualitative Personnel Planning 1. Managerial Goals - Managers must: Assure that they have employees with the right skills to perform the tasks needed at the right time 2. The job analysis and the job description >> Job analysis: Gathering information on tasks and responsibilities involved in a position as well as the work context. >> Job description: The synthesis of the information collected during a job analysis. Must contain detailed description of tasks, respindabilities, working conditions and methods. >> Methods for performing a job analysis
>> Why are job descriptions useful? 1. Helps employees understand their job: what are they supposed to do 2. Allows uniformity of tasks and responsibilities within the same function: comparaison 3. Reference instrument in the event of a dispute: this is what you signed up for 4. Specifies the organization’s expectations of the employee: This is what you should do / perform 4. Defining the required competencies ( KSAO’s): Competency profile: A list characteristics that will result in a job well done Competency that make up selection criteria: Ways to allow us to ensure that the candidate has certain skills: >> Diploma >> Work experience Allows: >> Decide, compare the candidates between them >> Compare candidates with the profile sought for the position >> Objective measurement
S5 (07/01/23)CH 04 : Attracting Good Candidates The Staffing Process >> Recruitment: Set of activities aimed at attracting qualified candidatesThe legal Aspects of Recruitment >> Charter of human rights and freedoms. *** CANNOT DESCRIMINATE ON THESE GROUNDS DURING RECRUITMENT*** 1.Race, color, ethnic or national origin 2.Sex 3.Pregnancy 4.Sexual orientation 5.Gender identity 6.Gender expression 7.Marital status 8.Age 9.Religion 10.Political beliefs 11.Language 12.Social condition 13.Handicap / Means to compensate for a handicap *** DISCRIMINATION ACCEPTABLE UNDER SPECIFIC CONDITIONST*** >> Discrimination acceptable IF: 1. Non-profit institution of a charitable, philanthropic, religious, political or educational nature. ( i.e, Greek Orthodox church => Preserve religion/culture) 2. Quality or ability objectively required for employment (i.e, Hard of seeing candidate => STM bus driver) Other ways to avoid discrimination during recruitment: >> Having Gender Neutral Job Titles ( unless if it is a professional requirement that can be duly justified) >> Having Objective Employement Criteria ( limits indirect discrimination) >> Charter of the French Language (1977) - Goal : to make French the normal and usual language of work, commerce, business and communications - Collective agreement, job offer, written communications, internal/work documents, computer software, etc. - All companies doing business in Quebec are responsible for using French on Quebec Territory
- Complusory: For employers with more than 50 employees. >> Act respecting Equal Access to employment in Public Bodies: - Ensure better representation of people from groups that face discrimination in the labor market. Goal: Represntativeness of the quebec population (diversity) - Hiring and recruitment measures that allow members of these groups to access employment. ● 450 public bodies to this law in Quebec ( mandatory) ● 100 or more employees - Private companies ( voluntary) Recruitment Sources : >> Choosing a Source: 1. Type of position 2. Budget 3. Job market context 4. Delays 5. Visibility of the organization >> External Recruitment sources: ● Websites ● Social media ● Print media ● Private recruitment agencies ● Public agencies and bureaus ● Job fairs ● Educational institutions ● Professional associations and unions ● Networking >> On employee referrals: 1. Employee referrals have the highest ROI 82% of employer ranked employee referrals above all other sources for generating the highest return on investment. (ROI). 2. Employee referrals reduce time to hire referred candidates get hired 55% faster than employers recruited from career sites. 3. Employee referrals improve hire quality 88% of employers said employee referrals are the source of getting above-average candidates. 4. Employee referrals reduce turnover rate. After two years, the retention rate of referred employees is 45%, compared to 20% for career sites 5. Employee referrals generate more profit. Employees hired through referral programs generate 25% more profit for their company than the new employees hired from other sources. >> External recruitment by job category:
>> Internal Recruitment sources: ● Job posting on bulletin boards ● Intranet ● Notice on pay slips ● Internal referrals >> IR: Advantages •Lower recruitment costs •Shorter recruitment times •Better knowledge of the candidate •Increased employee job satisfaction (transfer or promotion) •Demonstration to other employees that the organization values loyalty •Reduced training and adaptation time >> IR: Disadvantages •Lack of new ideas •Need to fill the position vacated by the promoted or •transferred employee •Narrower scope of skills •Risks of tensions with unsuccessful employees •Risks of tensions between managers who wish to retain their talented employees Job description vs Job advertisement:
Job Postings: Should include 1. Job title 2. Job description 3. Competency requirements 4. Job location 5. How to apply 6. Particular working conditions 7. Name of the company 8. Compensation and benefits 9. Employment equity HR Indicators: >> Definition: Formed from a set of data or observations, the indicator informs the manager about a given phenomenon in order to promote decision-making >> For what? : 1- Enable managers to achieve their goals. 2- Allows you to make better decisions ( deviations VS targeted objectives). 3- Measure, analyze, evaluate, decide. >> Type 1 (Effectiveness indicator) : A parameter used to assess whether a person possesses a given competency. (Effectiveness: The ability to achieve the desired or expected result) >> Type 2: (Efficiency indicator): An indicator that informs the manager about the amount of resources required to achieve the expected results. Complementary to type 1. ( Efficiency : The ability to achieve maximum results with minimum resources). We can be effective but no efficient, or vise-versa. >> For personnel planning: - Effectiveness: 1- Percentage of positions analyzed. 2- Quality of job descriptions - Efficiency : 1- Time spent on quantitative planning. 2- Time spent on qualitative planning. 3- Deadlines for updating all positions. 4- Costs associated with updating or producing job descriptions. >> For recruitment: - Effectiveness: 1- Quality of CVs received. 2- Percentage of applications from groups protected by the Charter - Efficiency : 1- Recruitment costs per candidate. 2- Total costs of recruitment process ( ads, salaries, of person involved, promotional material etc) S6 (07/01/23)CH 05 : Choosing the right people The Staffing Process >> Selection: Set of activities aimed at choosing among the candidates the person who best corresponds to the required competency profile.What is yor role as a manager? >> Goal: Predict how well a candidate will perform on the job Charter of human rights and freedoms: *** CANNOT DESCRIMINATE ON THESE GROUNDS DURING RECRUITMENT AND SLECTION*** 1.Race, color, ethnic or national origin 2.Sex
3.Pregnancy 4.Sexual orientation 5.Gender identity 6.Gender expression 7.Marital status 8.Age 9.Religion 10.Political beliefs 11.Language 12.Social condition 13.Handicap / Means to compensate for a handicap >> Direct discrimination: Act of subjecting a person to different treatment based on a prohibited from of discrimination and doing so in an overt manner. ( EX: we do not hire men or women.) Forbidden unless job objectively requires it. >> Indirect discrimination: Uniform application of a standard policy, rule or practice that is neutral at first sight but nonetheless has a discriminatory effect on an individual class of individuals. ( EX: Working on saturday but for some it is Sabbath) . Reasonable Accomodation. *** DISCRIMINATION ACCEPTABLE UNDER SPECIFIC CONDITIONST*** >> Discrimination acceptable IF: 1. Non-profit institution of a charitable, philanthropic, religious, political or educational nature. ( i.e, Greek Orthodox church => Preserve religion/culture) 2. Quality or ability objectively required for employment (i.e, Hard of seeing candidate => STM bus driver) >> Bona fide occupational requirement: ● When the qualities or aptitudes required for a job justify it, an employer can resort toarticle 20 of the Quebec Charter: ● Art. 20: A distinction, exclusion or preference based on aptitudes or qualities required by a job, or justified by the charitable, philanthropic, religious, political or educational character of a non-profit institution or which is devoted exclusively to the welfare of an ethnic group is deemed non-discriminatory. ● These are two different exceptions, the first being based on the characteristics of the job and the second being based on the characteristics of the organization. >>> Expectation based on the characteristics of the organization: - Thus, a non-prift institution with a charitable, philanthropic, religious, political, educational vocation or one that is dedicated exclusively to the well-being of an ethnic group may adopt
practices related to its mission that would be considered discriminatory in another context. ( it is necessary to examine both the aim-profit or not- of the institution and its vocation) >>> Expectation based on the characteristics of the job : 1. The employer must demonstrate that it adopted the standard for a purpose rationallyconnected to the performance of the work in question. = must be directly related to the job 2. The employer must establish that it adopted the standard in the sincere belief that it was necessary to achieve that legitimate work-related purpose (NOT HINT) 3. The employer must establish that the standard is reasonablynecessaryto achieve that legitimate work-related purpose. - All possible solutions constitute an undue hardship ( eg cost of the measure, major inconvenience to operations or other employees) Act respecting the protection of personal information in the private sector: - Must obtain written consent from the candidate before conducting background checks - You can only verify that constitutes proven professional experience The process of selection: Goal: Choosing the right candidate for the position Step 1: Screening >> The initial sorting of applications based on resumes and occasionally phone interviews >> a. Reception of the CV >> b. First soring: concrete elements appearing on the CV. Importance of deciding the criteria to use to make this sort. Use preselection grid. >> c. Phone interview: consists of a short conversation via phone that allows you to check certain qualifications. Verification of : Education, Work experience, Language ability, Motivation, availability Step 2: Selection Goal: Choosing a candidate after the interview and sometimes testing and conducting a background check >> 2.1 The selection interview:
Most used tool for candidate selection ( but complete with other selection tools). 86% of candidates hired on the basis of a single interview do not do the tricks! Objective: check if the person has the necessary skills to fill the position Structured interview: Similar questions for all candidates. Systematically developed questions aimed at identifying the specific skills required by the position (selection criteria). Evaluate candidates’ responses based on pre-established criteria. >> Behavioural Questins: Specific questions about past behaviour. EX: tell me about an experience in which you had to help a client deal with a particular difficult situation. How did you do it? >> Scenario: Description of a hypothetical job related situation used to assess the candidates reaction. EX:”As a customer service representative for a manufacturer of small appliances, you receive a call from an angry customer who explains that she has purchased an appliance from your brand, and that it is defective. The store where she made her purchase does not want to exchange the device and advised her to contact you. However, she tried to reach your service for over an hour, but the line was always busy. When she finally had the chance to leave a message, no one called her back. The client wants to speak to your supervisor. What should you do ?" >> Role Play: a type of scenario in which the candidate becomes one of the characters. EX: “We would now like to move on to a role play where we ask you to assume the role of a representative for our company. Here is the description of a consumer product that we have just launched [give the candidate the descriptive document]. We leave you 10 minutes to read it. Afterwards, I will play the role of a store manager whom you must convince to buy the product. You will have 15 minutes for this.” Questions to avoid: - not related to the selection criteria ( what would your bsf say to you?) - are too abstract or theoretical ( how do you define success) - Leading/positive questions ( do you like old people?) - Discriminatory questions ( where were you born? Do you want to have children?) - about motivation but can serve as an icebreaker ( why did you leave your old job? Why do you want to work with us?)
During the Selection interview: - The reception of the candidate - The measurement period of the selection and position, Introduction : 1- introduction of committee members and position. 2- Information on the interview process. - The exchange: 1- get the candidate to talk (80/20). 2- Listen to responses and take notes ( Do not assess) - The conclusion: 1- Thank the candidate. 2- Invite the candidate to ask questions. 3- Inform about next steps. 4- Have the reference/ criminal record check from signed. - The departure of the candidate - The interview evaluation >> 2.2 Selection Tests Goals: Gather additional information for the interview. Measure more accurately the match between skills of the candidate and the profile established fir the position. Types of selection tests: ● Cognitive skills tests (e.g. WAIS-R) ● Knowledge tests (e.g. software, French test) ● Performance tests / work sample (e.g. Keyboard typing test) ● PErsonality tests (e.g BIG-5, MBTI) **Be careful (validity, $$) ● Physical aptitude tests (e.g. speed, endurance,ability to carry loads) >> 2.3 Verification of References Goal: verification of the candidate’s professional background - Ask the candidate to provide a list of referees - Respondents must have had the opportunity to observe the candidate’s work recently - Usally by phone Dimensions to check: - Professional or general experience in the organization: What was your professional relationship with Mrs. X - Professional experience: Did he have to manage a team? What were his main responsibilities - Specific skills: Can you tell me about a project in which Mr. X had to work in a team - General questions: Would you recommend hiring Mr.X? >> 2.4 Backgrounf Checks 75% of candidates give misleading information. An employer has the right to inquire about the existence of the criminal record of its candidates. However, to justify a refusal to hire : 1- there must be aconnection between the offense and the job. 2- The candidate did not obtain a pardon for his offense.
•CHMF: Art. 18.2 "No person shall dismiss, refuse to hire or otherwise penalize in the course of his employment a person solely because he has been convicted of a penal or criminal offense if that offense has no connection with the employment or whether that person has been pardoned for it.” Importance of Consent! >> 2.5 Other Checks - Credit checks (consent required). E.g where employees have access to money or financial information. (risk of systemic discrimination) - Medical file ( consent required). > Right of the employer to ensure that the candidate does not suffer from a medical problem that could prevent him from performing his duties (Act respecting occupational health and safety) >The emplyer must ensure the health and safety and physical integrity of its employees > Should only take place once all stages of the selection have been completed and they have received a job offer conditional on passing the exam. > Free and informed consent of the candidate is important > Screenin tests - Checks on the internet (ethical and legal issues) - Global evaluation Step 3: Hiring
The staffing process: Orientation >> Set of activities aimed at ensuring that the new employee will be very quickly effective in his or her new job >> Preparing for the employees’ arrival: >> Their first days: >> Following up: S7 (14/02/23)CH 06 : Compensating Employees Fairly Your role as a manager : - Need to consider the law (i.e., pay equity act…)
- Need to consider the principles of equity. - Need to consider the principles of equity. - Need to know the various jobs that are under your responsibility - Need to be able to explain, justify employees’ compensation (ie., job analysis, salaries, benefits etc) The objectives of compensation 1. Compensation is one of the levers to achieve HR and business strategy, through employee satisfaction with their compensation - Attract - Retain or build loyalty - Motivate or mobilize 2. Compensation must… - Be fair - Be easy to understand - Translate the business strategy into behaviors and expected results
Compensation and it’s Components The legal Aspects of Compensation - Direct compensation : ● Base salary ( Act respecting labour standards, Charter on human rights and freedoms, pay equity act) ● Salary increases ● Cost of living and market adjustments ● Incentives and profit sharing - Indirect compensation : ● Benefits ● Paid time off (Act respecting labour standards) ● Employee services Pay Equity Act : - Goal: correct wage gaps - Grant equal pay for work that is different but deemed equivalent ● Elimination of gender bias ● 10 employees and + ( provincial) - Minimum evaluation criteria ● Qualifications required
● Efforts ● Responsibilities ● Working conditions Direct Compensation Equity and the treatment of Employees : and overview The Principles of Equity - Internal equity : is equity with respect to salaries and requirements for similar or different jobs within the organization ● Employee perception of internal fairness = VERY IMPORTANT!!( linked to the law on pay equity) ● Internal Equity Manager Roles - 3 steps 1. Job analysis ( Staffing - Planning) 2. Job Description / competency profile ( Staffind - Planning) : - The Job description and the competency profile must accurately reflect the tasks and requirements to enable judment to be made on the relative value of the job - ** IMPORTANCE OF UPDATED JOB DESCRIPTION!! - Aim : to prioritize jobs to establish ( equitable) wage differentials between jobs. - Apples Vs Orange - How? Select common factors so that positions can be assigned a relative value. 4 factors 1. Qualifications and experience 2. Responsiblities 3. Efforts 4. Working conditions * These are the same conditions as the pay equity act
Examples of sub-factors Example of Required Qualifications - Director of communications and marketing ● Bachelor’s degree in communication or administration ( opt. Marketing) ● 3 years of relevant experience - Product manager ( artistic project, stage crew) ● Diploma in production from recognized position in the performing arts including at least in management of a production department Education VS Fxperience Factors
Job rating and Weighing education and Job experience factors 3. Job evaluation : Assign positions a relative value based on their requirements in term of qualifications, responsibilities, effort and working conditions.
Pitfalls to avoid when evaluating jobs - External equity: is equity with respect to salaries for similar jobs in different organizations 4 steps ● Choice of benchmark : What organization I compare mine with? - Market? - Location? - Size? - Benchmark can be different, depending on job positions ● Salary survey : - Information about wages supplied by organizations in the benchmark market - Information about waged through professional associations or government agencies > CRHA > Quebec Statictics institute > Statistics Canada ● Salary positioning: - Lead : Pay above the market level - Match: Pay at the market level - Lag: Pay below the market level ● Development of / establishing s salary ranges (or classes) : - Allow us to recognize the varied requirements in employee experience and involvement
- Can distinguish employees bsed on their seniority, performance and competencies - Can set min and max salary - Individual equity: is equity with respect ot salaries for individuals ● Expercience ● Performance ● Skills ● Seniority > What do we do when employee contributes more than others to the succes of his company? ● Annual salary increase based on seniority or skill acquisition ( permanent) ● Annual salary increase based on performance or individual performance ( permanent) ● Based on individual performance (not permanent) - Premiums - Piece rate pay, based on individual production - Commission compensation, based on sales made - Collective equity: is equity with respect to the compensation received by different groups of employees in the organizations Types of compensation - Group short-term plans (bonus paid : weeks/months/year) - System for sharing productivity gains : sales figure - Profit sharing plans : Annual profits ● Group long-term compensation plans (bonus paid: years+) - Purchases of shares = favors the identification of the employee with the company - rentenction period 1/2 years (preferential price) Indirect Compensation
- Goal : Provide protection to employees by taking charger of some of the hazards of life that may affect them - Benefits ● Pension plans ( RRSP, defined benefits,defined contributions,VRSP) ● Insurance plans ( life insurance, dental,...) ● State plans (CNESST, QC pension plan, employment insurance, health insurance) ● Pain non-working hours - Paid time off ● Sick leave ● Parental leave ● Social leave - Employee Services ● Entrainment rest areas ● Gymnasium S8 (14/03/23)CH 08 : Developing Competencies What is Competency Development? Depend on : - Knowledge - SKills Attitude - Other abilities Competency Development: Helping employees acquire or develop KSAO’s to carry out their duties effectively Competency Delvelopment Activities: Tools used by an individual or organization to acquire or develop a competency Why is it important? Employee must adapt ot •New technologies •Performance issues •New products / services •Merger / acquisition / downsizing •More demanding and informed customers •Legal or professional obligations •More flexibility, more versatility, more responsibility •Teamwork, collaboration, communication (soft skills Managers’ Goals in competency Development 1. Ensure integration of new employees 2. Consolidate your present operation position 3. Support orgazitional change 4. Support career path of employees
The circle of competency Development Linking competencies to performance What is a Competent employee? - Mastery of the knowledge, skills and attitudes necessary to be effective in one’s work - Ability to solve problems - Ability to find appropriate solutions Competency Life Cycle
The crocodile syndrome Effects of non-Competency - Non-Competence = Non-performance - Impossible to meet deadlines and quality standards - Impossible implementation of new technologies - Impossible to collaborate with some suppliers - Appareance of tensions and conflicts - Need to charge positions or people - Reduction of the manager’s leeway The process of competency development Manager’s Role in competency Development - Step 1 : Reflect ● => Department operations ● => Professional development needs ● “STILL WATCH” on the operations of your service : How are day-to-day operations going? / on the professional development of your employees / Take into accoun the external and internal environment ● Determine the nature of the needs: - Organizational needs ( helping the organization to its environment, serving the organization’s strategy and objectives) - Needs related to employees and work organization (Adapting jobs to the environment - technological evolution, customer needs, improving team or department performance) - Individual needs (meeting employee growth needs, helping employees perform their tasks better) - Step 2: Determining which competencies to develop
● EXTREMELY IMPORTANT STEP**** 1. Identification and prioritization of training needs ( knowledge, know-how, interpersonal skills) * Gap between the current and desired situation * Budget? * Classification-priority-according to orientation strategic objectives of the company 2. Dysfunction - Based / Job-based competency needs analysis - Identifying needs : For individual employees - Self assessment - Employee performance evaluation - Analysis of performance indicators - Individual performance evaluation interview - Direct observation - Employee competency assessment - Employee potential assessment Identifying Needs: For teams or the entire department - Group interview - Matrix approach Pitfalls to avoid ● Sparkling : spreading the training budget within the department (equal part) without obtaining the necessary critical mass ● Magical thinking : competence = solution to all problems ● Urgency : skill needs addressed when too late .. crisis management
● The reward: Provide training based on outstanding performance or preference - Step 3: Choosing learning strategies ● Outside the job : •Courses, seminars, webinars, Simulations, Self-training, College, university studies ● Around the job (withing the company) : Tutoring, mentoring, Behaviour modeling ● During work (within the company) : Hands-on training, Job rotation, Increased responsibilities, E-learning - Step 3: choosing (the best) learning strategies - Step 4 : Supporting transfer of learning ● What is it? Process of mobilizing competencies that are acquire during a learning activity that lead to performance. ● Putting into practice in the workplace the knowledge and know-how acquired in training
- Strart of transfer: When the development activity and the employee takes over the position - End of transfer: Generalizatoin and stabilization of new behaviors ● Variable process ● Factors influencing transfer - Employees: experience, ability, self-confidence,willingness to learn… - The development activity: moment, formula, educational support, animation, content, rhythm, level of difficulty… - The work environment: workload, accessibility of resources, support from colleagues, work climate,etc. ● The role of the manager - Before the activity: 1. Participate in the development of the activity (who?, content, choice of trainer,etc) 2. Establish a learning contract (exoectations, objectives towards the employee) and transfer of learning,etc) 3. Help the employee and his immediate workplace to prepare (put the participating employee in contract with other people who have taken the training, learn about the content,etc) - After the activity: 1. Observe performance with realistic expectations (room for error) 2. Support performance by taking account the many factors that can influence it (provide the necessary equipment, reorganize work) 3. Recognize and reward transfer,etc - Step 5 : Evaluating development activities ● Why evaluate development activities? 1. For organizatoin => was it useful? - Impact measurement (direct or indirect benefits) - Probability - Improvement - Feedback 2. For the learner => did they learn anything? - Allows you to take stock of new achievements Act to Promote workforce skills development and Recognition (or skills act) - Any employer whose annual payroll exceeds $2M must devot annually an amount representing at least 1% of its payroll to eligible training expenses. ● What happens if we dont follow this law? : if you dont, you’ll have to contribute an uninvested amount to the workforce skills development and recognition fund. S09 (21/03/23)CH 07 : Managing Employee Performance
What is job performance ? : ‘’The contribution of an employee through results or behaviors corresponding to the expectations of his or her superiors’’ Multiple dimensions: - Competencies => How well i can do my job? - Motivation => How motivated i am to do my job? - Do i have everything i need to do my job? Performance management : “is a continuous process of ‘‘identifying, measuring, and developing the performance of individuals and teams and aligning performance with the strategic goals of the organization’’ Why is it important ? 1. Helps ensure employee, team and firm performance 2. Helps develop metrics that are necessary to evaluate performance 3. Identify employees that are to be promoted 4. Identify employees that need to be trained 5. Identify employees that need to be demoted (or fired) 6. Improves workforce planning 7. Provide employees with feedback and opportunities to develop their performance Your role as a manger: 1. You are the mmain responsible to manage performance in the organization 2. You must create a context conductive to optimal performance: specify your expectations based on the priorities of the organization 3. Importance of managerial courage : keeping it real (diplomatically), being responsible for your decisions Good managers : The objectives of PM 1. Strategic (alignment) 2. Administrative ( HR decisions) 3. Motivational (mobilization)
PM process (PMP) : ‘’An ongoing process that includes defining expectations, observing behaviors, giving feedback on, assessing and improving employee and team performance’’ - Step 1 : Taking ownership of the strategic context ● Goal: Align employee performance expectations with organizatinoal priorities
- Importance of understanding th strategic context - Disseminate thes objectives and explain them to employees ( the hwy of the decisions) - How? Meetings with your employees, meetings on ongoing projects, training, etc. - Employees must make the connection between what is asked of them and the priorities of the organization - Step 2: Defining expectations Performance expectations : Result or bahviors that the manager wishes to obtain from an employee. Allows us to know whether the employee has performed well. Goal: To establish the foundations on which the subsequent stages of the process will be based. ● IF YOU DONT SET EXPECTATIONS, IT WILL BE DIFFICULT TO SUPPORT YOUR EMPLOYEES’ PERFORMANCE EFFECTIVELY ● Tools to guide you : Job description (updated!) + performance evaluation form ● You can set (with your employees) expectations based on results and baheviors Types of expectations: 1. Results-Based expectations: - Result of an employee’s work ( targets to be achieved) - EX:Number of sales, units produced, development of a skill.. 2. Behavior-Based expectations: - Observable bahavior that employees must exhibit when performing their job. Behaviors describe how they should about achieving work goals or outcomes. - EX: REspect of values, collaboration in teamwork, sense of initiative… Setting SMART objectives (setting quality expectations)
- Step 3: Supporting Performance Once you have established expectations and performance levels you should help them work more effectively in a manner that conforms to the company’s orientation… This can be done through… Delegating: - How to delegate? 1. Specify work objectives or expected results 2. Ensure understanding of the mandate 3. Specify the priority level 4. Support the employee - To whom to delegate? 1. Pay attention to fairness ( work atmosphere) 2. Pay attention to the workload of your employees 3. Can be advantageous… Encouraging constructive dialogue: - Listening and constructive exchanges about the performance (active listening) Benefits: 1. Reduction of ambiguities 2. Performance support 3. Creation of a climate of exchange - Positive feedback ( accurate, immediate, public) Benefits: 1. Powerful motivation tool 2. Effectiveness resulting from the feeling of appreciation generated - Corrective feedback ( accurate, immediate, private) 1. Essential, but often misused 2. Allows you to rectify a situation
Following up ( check-ins) - Step 4: Evaluation (appraising) performance Performance evaluations => Tell an employee what they are doing well and what they are not. Tools available : ● Graphic rating scales (GRS) - Predefined criteria : Behavior, skills, tasks, competencies - Scales: Performance levels, frequency of behaviorso - Most used tool Advantages: Simplicity, speed, precise information Disadvantages: balance to be found between uniformity of criteria and relevance for each position, sometiones interpretation of performance levels
● Management by objectives (MBO) - Use: ● Especially for executives, but also employees ● Frequent combination with the GRS - Setting objectives at the start of the period: ● By employee and manager - Evaluation of the achievement of objectives at the end of the period: Using effective tools: ● Easy to use ● Quick to fill out ● Pertinent A good evaluation …
- Based on concrete and observable facts ● Importance of documenting your employee’s performance = continuous process! ( critical incidents) ● Consider the work context ● You must be able to justify your assessment Be weary of cognitive biases Sources - Step 5: Preparing an action plan Performance maintenance plan ● Workload rebalancing ● Association with a more experienced employee ● Tighter follow-up
● Delegation Competency Development Plan ● Succession preparation ● Training or acquisition of a skill S10 (28/03/23)CH 09 : Managing Discipline and Conflict What is Conflict? - A process created by a REAL and PERCEIVED difference between two or more interdependent interacting parties usually colored by emotional undertones. - Real or Perceived differences => Conflict can be based on tngible evidence or not.. - Interdependent Parties => Me vs. You, You vs. coworker, You vs. manager - Emotional undertones => We are usually upset Types of Conflict: Source of Conflict: - Contextual: 1.Economic conditions. 2.New technologies. 3.Diverse workforce .4.Multiplication of rights - Individual : 1.Incompatible personalities. 2.Negative emotions. 3.Lack of interpersonal skills .4.Communication and perception . 5.Personal issues - Organizational : 1.Management style. 2.Resource scarcity. 3.Working environment. 4.communication system 5. Organization and workload Managing Conflict: - It is not the conflict as such that will have negative consequences on the manager, the employees or the organization on the the manager, the employees or the organization,
but rather the way in which the conflict is managed that can have negative consequences. - Poorly managed conflict VS welll managed conflict Why is Conlict Management Important? - Helps ensure smooth business operations - Better perception of leadership when conflict are solved - Increased trust and fairness (if solutions are fair) - Maintain a positive environment - Reduces stress and tension at work Individual-Collective conflict: > Role as a Manager: - Modification of objectionable behavior - Value and reward appropriate behaviors - Preservation of group productivity - Maintainning a stimulating work environment - Restoration of group harmony - Concern for the health and safety of employees - Respect for the dignity and integrity of the employee - Actions in accordance with the law Difficult Employees: - Persistent performance problem - Persistent behaviour problem - Hard to identify trigger for problem - Customary behaviour for this individual - Lack of motivation to change behaviour - Manager intervention possible Employee in Difficulty: - Temporary performance problem - Temporary behaviour problem - Identifiable trigger for problem - Atypical Behaviour - Loyal support network at work - Inability to change without outside support - Recourse to external resources Intervention Framework: Civil Code 1.Art. 2088 of the Civil Code of Quebec: Obligation of the employee to carry out his work with prudenceand diligence. 2.The employee must submit to the employer's directives (in the performance of the work or for the modifications requested of him) …………if the employee does not respect this obligation: 1.Disciplinary Measures for Willful Breach of Contract 2.Administrative Measures for Unintentional Breach of Contract
How can you intervene as a Manager? 6 Step Process 1.Documenting the problem: - Importance of collecting objective data (frequency of errors, recurrence of absences, number of delays, etc.) and of noting the reasons given by the employee, testimonials from third parties. - Study the organizational context: are your policies clear? Are they passed on to employees? Are the employees well trained? Do you regularly evaluate the performance of your employees? 2.Meeting with the employee: To establish an action plan. Goal: Find a solution witht the employee to avoid sanctions. Collaborative approach. Objectives: 1.Explain to the employee why the situation is problematic and unacceptable 2.Gather additional information to understand the causes of the problem and thus determine if there is a risk of recurrence or persistence of the behavior 3.Remind them of the expectations and regulations of the organization 4.Identify goals for improvement and ways to achieve them 5.Agree on a timeline and indicators for improvement 6.Inform the employee of the possible sanctions in the event of a repeated offense 3.Action Plan: - Must be specific and unique to each situation (depending ont he nature of the behavior to be corrected) - The plan must propose realistic, concrete and precise objectives. - As a manager, you must support your employee in carrying out the action plan. - 4.Maintenance Plan 4.Sanctions …………if no improvement is seen… - The employee may find it difficult to change - Importance of compiling a disciplinary file ( to support you in the even of dismissal) - Schedule a disciplinary meeting To determine a sanction one must take into account 3 rules:
1. Progressive discipline (Problem frequency): the discipline of applying increasingly serious disciplinary sanctions for similar miscondut as it is repeated 2. Proportionality of sanction to the offence ( Seriousness of the problem): the principle under which the sanction applied is proportional to the seriousness of the offence committed. The proportionality of the sanction in relation to the fault: … We consider the consequences of the fault 1.Serious misconduct •A single act that results in a breach of trust •A series of lesser wrongdoings that repeat themselves despite serious warnings 2.Immediate dismissal •No notice of termination •Decision must take into account the circumstances of the case 3. Examination of the circumstances (Mitigating factors): All the circumstances involved in employees’ violations are taken into consideration Examination of the circumstances: … We consider mitigating and aggravating circumstances •Seniority •Employee status •Disciplinary record •Fault frequency •Consequences of the fault •Management practices •Communication of expectations and rules, tolerance, support offered, attitudes of the manager, justice of treatment •Context The disciplinary meeting 5.Dismissal: When dismissal becomes necessary..
1. Prepare the letter: •Summarize the elements in the disciplinary file •Date of the last working day (respect deadlines) •Amounts due (vacation, notice of end of employment if administrative dismissal, etc.) •The irrevocable nature of the decision 2. Anticipate reactions: be accompanied •Choose the place, the moment 3. Collect company assets (ex:computer) 6.Contestation: 45 days after dismissal… - Employees can contest an administrative or disciplinary dismissal made without just and sufficient cause under the Act respecting labor standards.. Conflict between employees: interpersonal conflict - Your duties as a manager: Conflict between groups: interpersonal conflict - Role of the manager
S11 (11/04/23)CH 13 : A new context and new challenges for managers New Context - Economic factors
1. Globalization => converging towards a single market (offshoring) 2. Knowledge-based economy => Human capital is essential! 3. Business Models => Also changing!. - Technology/Automation. - Sustainability/Sustainable Finance 4. High Performance => Shareholder value. - High competitiveness and growth. (i.e, need to rethink performance) 5. Organizational flexibility. - But require complex structures - Demographic factors 1. Aging Population 2. Low fertility rate These create the labour shortage The economic/demographic factors have concrete HR challenges 1. Lack of personnel - Need to hire left and right => Untrained workers - Need work to be flexible to be reactive to market changes => Flexibility - But at the same time … work-life balance