CMHR523: Human Resource Management

Module 1: The Strategic Role of Human Resources Management: Chapter 1:

Be able to identify and describe the environmental factors that influence the work of HR
professionals.

HR Competencies
Operational vs Strategic HR
Environmental Influences on HRM
Professionalism HRM
The objective of HRM is to maximize employees contributions in order to achieve optimal
productivity for the organization.
Key activities of HR Professionals include serving as consultants to senior management,
change agents, policy developers and providers of HR services. They must measure the
impact and value of their activities.

Human Resources Management: management of people in organizations to

drive successful organizational performance and achievement of the
organizations strategic goals.
H.R. professionals are responsible for ensuring that organizations attract,
retain, engage, diverse talent required to meet operational and performance
commitments made to customers and shareholders.
Job is to find best individuals, develop their talent continually build and
monitor these human assets and provide productive work environment.
H.R. systems include recruitment, appraisal, performance, compensation.
HR strategy must be aligned with companies strategic plan.
Human Capital knowledge, education, training, skills, and expertise of
organizations workforce.
Effective HR practices are related to better organizational performance.
HR and Company strategy diagram pg 2
Three HR practices: profit sharing, results oriented performance, employment
security,) relation with accounting measures of performance (return on assets,
return on equity.
High performance HR practices (comprehensive employee recruitment and
selection procedures, incentive compensation performance management
systems, extensive employee involvement training) positive relationships
with turnover, productivity, corporate financial performance,
Scientific Management: scientifically analyzing manufacturing processes,
reducing production costs, compensating employees based on their
performance levels.
Fredrick Taylor was a driving force in its creation.

1800 1900s task simplification, performance based pay, goals was to

increase worker wages and increase profits for company.
Mary Parker Follet disagreed.. belives in self-management empowerments,
managers as leaders not dictators.
HR Movement:
Joint focus of HR management is based on concepts of HR movement,
people and productivity = 4 phases in HR management
Phase 1: 1900s HRM or Personnel administration back then, very minor to
non-existent role.
Responsibilities = hiring, firing, payroll, administered benefits.
Phase 2: Scientific management movement gained momenteum productivity
picked up but employee wages did not match company profits. This led to the
forming of Unions and distrust of management.
HR reps then served as primary contact for Union reps
Depression of 1930s forming of minimum wage act, unemployment
insurance program, protection of workers rights to belong to unions,
Legal compliance added to HR duties along with --- Orientation, performance,
appraisal, employee relations.
Phase 3: Direct result of government legislation passed during 1960s, 70s.
and 80s that affect human rights, wages, benefits, working conditions, health
and safety, established penalties for failure to meet them.
Tech advances resulted in outsourcing of much HR operational activities.
Outsourcing: Contracting with outside vendors to handle specified business
functions on a permanent basis.
Many HR responsibilities has been outsourced.
Human resources management represented a shift from maintenance and
administration to corporate contribution, proactive management and initiation
of change.
Phase 4:
This is the current phase. HR departments have evolved to helping their
organizations achieve its strategic goals.
HR activities now ubiquitous found in all aspects of organizations. Found in
all aspects of the human capital life cycle selection and assimilation into
organization, development of capabilities while working in organization, and
transition out of the organization.
Consult line managers, offer advice on HR related matters, form HR policies,
viewed as experts.
Five pieces of critical knowledge needed by HR reps, business acumen,
understanding of employment law, legislation, talent management, broad HR
knowledge, employee labour relations knowledge.
HR should deliver value to the organization.
Credible Activists: Core HR competency must be credible, respected,
listend to, trusted, must also be active, take a position, challenge
assumptions.

Culture and Change Steward: the ability to appreciate, help shape, and
articulate organizations, corporate culture requires understanding, guidance
and an ability to react to both internal and external stakeholder expectations.
HR staff must shape and support culture of change develop programs,
strategies, projects to create change throughout organization.
Employee Engagement: Emotional and intellectual involvement of
employees in their work i.e. .. intensity, focus, involvement in his or her job
and organization.
Globalization has increased the need for employee engagement.
Strong relationship between engagement and organizational performance.
Talent Manager and Organizational Designer:
HR professionals line managers pivotal in lowering labour costs, the single
largest operating expense particularly the service sector.
Lower labour costs by reducing, turnover, absenteeism, decrease rate of
illness and occupational accidences. Adopting more effective recruitment,
selection and training programs.
Strategy Architect: Contribute to strategy by integrating internal and external
stakeholder expectations.
identifying, forecasting, facilitating organizational responses a changing
internal workforce and volatile external pressures.
Strategy: Companys plan for how it will balance its internal strengths and
weaknesses with external opportunities and threats to maintain a competitive
advantage.
HR reps involved in forming and implementing strategy.
Change Agents: Specialists who lead the organization and its employees
through organizational change.
HR reps expected to be change agents.
Flattening the pyramid, empowering employees, organizing around teams,
making company more response to product or service innovations and
techonology are ways that HRMs can help organizations response quickly to
customers.
Environmental Scanning - As a business ally HR reps play a roll in
identifying and analyzing, external opportunities and threats that may be
crucial to the companys success.
ES can provide competitive intelligence that may be useful for forming
strategic plans, incentive plans being used by competitors that may work
within ones own company.
HR provides value to strategy formation but outline the companies internal
weaknesses and strengths, in relation to workforce.
HR is viewed as a cost centre HR reps need to aquire more cross board
broad-based business knowledge to be considered and respected as equal
business partners.
HR remains locked in an operational mode processings forms, requests,
compensation and benefits administration.

Five Major Forces Driving HR Change:

1. Changing Technology
2. New Rules
3. Succession Planning
4. Identifying Top Talent
5. A New Breed of HR Leaders

Operational Vs Strategic

Environmental Influences on HRM: pg 11

To be successful must monitor the environment asses impact of changes and
be proactive.
Six External Enviro influences.
1. Economic Conditions:
2. Labour Market Issues:
3. Technology
4. Government
5. Globalization
6. Environmental Concerns
Internal Environmental Influences: pg 18
Organizatinal Culture
Organizational Climate
Professionalism:
Performance and qualifications.
Characteristic of a profession: 1. Common body of knowledge. 2.
Benchmarked performance standards. 3. Representative professional
association 4. An external perception as a profession 5. Code of ethics 6.
Required training credentials for entry and career mobility. 7. Ongoing need
for skill development. 8. Ensure prefoessional competence is upheld put to
socially responsible uses.
Certification: Recognition of meeting certain professional standards. CHRP
is a certification. (pg 18)
187 professional capabilities in seven functional dimensions.
1. Professional practice.
2. Organizational effectiveness
3. Staffing.
4. Employee and labour relations.
5. Total compensation.
6. Learning, training and development.
7. Health safety and wellness, occupational.
Professional HR designations In Canada pg 20.

Designing and Analyzing Jobs Module 2: Chapter 4

Job Analysis
Job Descriptions
Job Specifications
Job Analysis is the cornerstone to HR management. The outcomes (job description and job
specifications) are used by every HR recruiter in order to implement HR products or services
that achieve organizational effectiveness.

Fundamentals of Job Analysis:

Job analysis is the process that information about jobs is systematically
gathered and analyzed. Helps decide the type of person best for the job
and also, duties, activities, responsibilities of each job. Used to create job
descriptions and job specifications. Helps to conclude which jobs can be
filled internally and which jobs can be filled externally.
Job is a group of related activities. Work is divided into manageable
activities.
Position: collection of tsks and responsibilities performed by one person.
Job description and specification is used to determine what kind of person
is needed to fulfill what kind of job.
Job analysis information also helps determine compensation, recruitment
and selection, performance management. Compensation must be able to
hold up against human rights or legal scrutiny, job analysis is used to
ensure that companies can give a valid reason as to why there are pay
differences among jobs and applicants.
Performance Management: criteria used to assess employee
performance. This most be reasonable and realistic, and achieveable
should be based on actual job requirements as provided by job analysis.
Labour Relations: In unionized environments, job descriptions developed
from job analysis usually must be approved by union reps and is then
used as the blue print for classifying jobs, wages, benefits, work
conditions, performance conditions.
Training Development and Career Management:
Comparing Knowledge Skills and abilities that employee bring to the job
managers can determine gaps that require training.
Restructuring: Job analysis ensures all duties that need to be done are
being done, identifies overlap in duties. May also lead to identification of
unnecessary requirements. Health safety concerns, areas of
dissatisfaction job redesign or restructuring.
Six Critical Steps Involved in Job Analysis: pg 90
1. Relevant organizational information is reviewed:
Organizational structure refers to formal relationships among jobs in an
organization, depicted by an organization chart snapshot of the firm
depicting organizations structure. To create an organization the correct
form must be chosen 1. Bureaucratic, flat, or matrix.
2. Jobs are selected to be analyzed:
Job design: Process of organizing work in tasks that are required to get
job done. Organizations strategy and structure influence the way that a job
is designed. Bureaucratic, flat matrix.

Term jobs has changed due to industrial revolution and the shift from man
power to machine power. Strong correlation between job specialization
and productivity and efficiency.
Work Simplification: from scientifica management theory. Work broken
down into specialized repetitive tasks to maxime efficiency.
Work Simplification is ideal for a stable environment, individuals with
intellectual disabilities, lacking training and education. Not effective in
changing environment in which customers / clients demand custom
designed products, or if employees want challenging work. Simplified jobs
also lead to high employee turnover, absenteeism among educated
employees.
Industrial engineering created from scientific management movement.
Industrial Engineering analyzing work methods and improving time
standards to increase efficiency. IE may lead to disgruntled employees by
creating restrictive and simple work.
Job design must not only satisfy organizational needs but also human
physical and physiological needs.
Job enlargement Horizontal Loading - assigning workers additional
tasks at the same level of responsibility to increase number of tasks they
perform. Draws on larger range of employee skills and reduces monotony.
Job rotation also reduces monotony. Systematically moving employees
from one job to another. Increases number of multi skilled employees.
Job Enrichment Vertical Loading: making an employees job more
rewarding and satisfying by adding tasks and duties that are meaningful.
Increase autonomy and responsibility increase input in decision making
process.
Enrich jobs by increase difficulty and responsibility, assign workers more
authority and control over outcomes, provide feedback directly to
employee. Add new tasks that require training, thereby adding to growth.
Job enrichment is not always best some employees do not want
responsibilities, some employees lack necessary capabilities to carry out
the tasks requested by job enrichment.
Ergonomics: accommodate physical need of workers into the design of the
job. , work, environment, machines equipment, reduces risk of employee
injury and frustration.
Competency Job Based Analysis: pg 95
This is needed because managers especially in high efficiency work
environments are worried about Job analysis techniques based on a
stringent list of duties do not allow for the fluidity and movement from one
job to another that a company may need.
Job descriptions based on competencies not job duties.
Says what employee must be capable of doing rather than outlining a list
of duties that the employee must perform.
Competencies Demonstratable characteristics of a person that enable
performance of a job. Competency Job Based Analysis Describe a job

in terms of measurable, observable, behavioural competencies an

employee must exibit to do the job well.
Traditional job analysis is job focused, duties and responsibilities.
Competency based is worker focused.
Three Reasons to describe jobs in terms of Competency Theory:
Competency method is better than traditional in some cases because 1. In
a high performance work system it limits what workers can be asked to
due by outlining duties instead of expectations and behaviours, reduces
freedom and fluidity, workers are not encouraged to rotate around jobs
employees should work in a self motivated way. Workers would learn more
than one job. Traditional methods breeds a that is not my job kind of
attitude.
Describing a job interms of Skills, knowledge, competencies is strategic
and may encourage employees to gain specialized skills or strengthen
already learned abilities.
Supports employers performance management process. Training and
rewards should be based on KSC, retaining and growing them.
Team Based Job designs- Assigning work to a team instead of individual
and giving individuals within the team the power to decide how the work
should be accomplished.
3. Using one or more Jobs analysis techniques, data are collected on
job activities:
Qualitative and quantitative methods are used to collect job data for
analysis.
Usually require HR, Incumbent, Job holders supervisor.
Supervisor and incumbent typically analyze and verify job analysts
conclusions regarding the job.
1. Interview: Most widely used to determine duties and responsibilities of
a job. (pg 100)
Three types of interviews: Individual, Group, and supervisory interviews
(with supervisors) Usually supervisors will attend large group interviews or
be interviewed on their own.
At end of interview information should be verified with with interviewee,
group and or supervisor.
2. Questionnaire: Good method of obtaining job analysis information.
Two major decisions around questionnaire firstly Structure and what
questions should be included. Secoundly, Who will complete the
questionnaire?
1. Will questionnaire be a checklist or open ended asking employee to
describe his day to day duties. Most checklists fall in the middle utilizing
both.
2. Will it ber supervisors, groups, individuals. You have to target the group
that will give the most effective and informative responses.

Position Analysis Questionnaire: Most popular used to collect

quantifiable data concerning duties and responsibilities of various jobs.
Filled in by job analyst who is already acquainted with the particular job.
(PAQ) contains 194 items. Job analyst decides which item plays a role in
the job and its importance by using a 5 point scale.
(PAQ) is good because it provides quantifiable score or profile of the job
based on six basic dimensions. 1. Informaiton Input. 2. Mental Processes.
3. Work Output (Physical Activities and tools) 4. Relationships With
Others. 5. Job Context physical and social environment. 6. Other Job
Characteristics, (pace and structure).
Can be used to compare jobs and determine salary / pay. Real strength is
in classifying jobs.
Functional Job Analysis: Questionnaire that rates job on responsibilities
for data, people, and things from simple to complex. (answers question
what training does worker need to do this task) performance standards
and training requirements. Very important for a worker with a disability
things like what needs to be used in this task, pencils, luggage, bus,
operating vehicles.
3. Observations: - Watching employees perform their work recording
frequency of behavior or nature of performance. Can be structured (from
data prepared in advance) or unstructured (real time with no advance
information) or both can be used.
Direct Observation good for jobs that have mainly observable physical
activities. Third party observation seen as more credible, minimal incentive
to distort reality - focus on reality than perception. Observtion may alter
behavior. Direct observing and interviews are often used together.
4.Participant Diary/ Log: - Dailiy listings by emoployees of their activities
and the time in which those activities occur.
Helps paint a complete picture of the day. Some employees may
exaggerate some activities and underplay others, but usually the detailed
chronological nature of the log takes of this problem.
5. The National Occupational Classifcation: - Reference tool provided
by federal government for writing job descriptions and specifications.
Contains about 40,000 standardized descriptions of occupations and
requirements for each.
6. Using Multiple Sources of Job Analysis Information:
4. Information collected in step 3 is verified and modified if required.
increases realiability and accuracy when employees know all information
they put down will be verified. Verfied by individual or immediate
suerpvisor. Can help employee to accept the process of obtaining job
analysis data.
5. Job descriptions and specifications are created based on the
verified information. (pg 106)

Job descriptions: have no standard format but usually include job

identification, job summary, relationships, duties and responsibilities,
authority of incumbent, performance standards and working conditions.
Job specifications may also be included in the job description.
Job Identification: - specifies title of job, specifies department and location,
and title of immediate supervisor.
Job summary: - describes general nature of job, major functions and
activities.
Relationships: - Job holders relationship with others inside and outside of
the company.. directly or indirectly related to incumbent supervisors,
peers, superiors, outsiders relevant to the job.
Duties and Responsibilities: - Detailed list of major duties and
responsibilities. Cop out clause should never be found in job description,
leaves open nature of the job and people needed to staff it and can be
abused.
Authority: - Defines limits of job holders authority, his or her decision
making authority, direct supervision of other employees, budgetary
limitations.
Performance Standards / Indicators (pg 109): - Only some jobs contain
this section. Outlines standards employee is expected to achieve in each
of the job descriptions main duties and responsibilities. It is usually not
enough to tell employees to do their best, there should usually be a bar
set so that employees know when their work is considered satisfactory.
Working Conditions and Physical Environment: - Working conditions and
design of the environment, temperature, movement, lighting and noise
levels.
Job Description and Human Rights Legislation: - ensure there is no
discrimination on any of the prohibited grounds in any aspect of the terms
and conditions of employment.
Job Specifications: - Product of job analysis just like job description is.
Outlines Knowledge skills and abilities that a human worker would need to
have to successfully carry out the job.
Statistical or judgmental approaches can be used to acquire necessary
information to write job specifications.
Statistical based on relationship between some human trait or skill or
some criterion of job effectiveness.
Statistical is more legally defensible Personality related Position
Requirements is a survey instrument to help managers determine traits
that are important to the job.
Judgmental is through educated guesses from incumbents, supervisors,
and HR managers.
This can be concluded through a job analysis questionnaire.
Specifications should comply with human rights legislation, ..
all listed qualifications are bona fide occupational requirements, based on
current job duties and responsibilities.

Unjustifiably high education or lengthy work experiences requirements

may be a form of systematic discrimination.
Qualifications of current incumbent should not be confused with minimum
requirements, as he may be over or under qualified.
Entry level jobs should have the physical and mentals demands clearly
outlined and identified. Physical Demands Analysis: Identification of
senses used and the type, frequency and amount of physical effort
involved in the job.
After Job specification is determined we must write a job specification
form.
6. Information is then communicated and updated as often as needed
Most organizations have a 3-5 year target but usually adjust much sooner
due to environmental factors.
Technology, competition, restructuring, new product development all
modify nature of how work is done resulting in revisions of existing job
descriptions and specifications.
Job analysis must be structured enough to allow for modification this can
be done by (1) regularly update data collected in a proactive manner (2)
develop system to collect data on an ongoing basis (3) adjust job analysis
activities in a reactive way once a significant organizational change is
initiated.
Information from job analysis must be presented to all relevant stake
holders.
Job analysis process is critical to HR and labour and work processes.
Job analysis can be used to develop and modify pay scales, asses
desired knowledge skill and abilities needed for job.

Module 3: Human Resources Planning: Chapter 5:

Human Resources Planning
Strategic Importance Forecasting Supply & Demand
Planning & Implementing HR Programs to balance supply and demand
In this module, we discuss the Human Resources Planning (HRP) process as well as its
importance. To be a strategic business partner, the HR professional must ensure that the
organization has the right people at the right time in the right place when the organization
requires the skills. By reviewing the technical methods we will understand how to forecast
HR demand and supply. This module will describe the quantitative and qualitative
techniques used to forecast HR demand and discusses strategies used to forecast internal
and external HR supply. Critical to this module is understanding how to balance demand
and supply. Recommendations on how to effectively manage a labour surplus or shortage is
critical to proactive HR practice.

Importance of Human Resources Planning

Human Resources Planning: Forecasting future human resource

requirements to ensure that the organization will have the required
number of employees with the necessary skills to meet its strategic
objectives.
The number of people needed to meet the organizations needs.
HRP is proactive, both anticipates and influences an organizations future.
HRP process analyzing forecasted labour supply, forecasting labour
demands, planning and implementing HR programs to balance supply and
demand.
Lack of HRP can cause companies a lot of money and reduce morale, i.e.
one department firing while another hires similar candidates of those fires,
having to pay severance pay for letting go large amounts of clients.
Ineffective HRP can cause inability to accomplish short term operational
plans or long range- strategic plans.
(pg121)
HRP and Strategic Planning:
Human Resources Planning is done including other departments. Finance,
marketing, research and development.
Environmental Scanning: Assessment of external factors influencing the
organizations ability to find and secure talent from the external labour
market. Economic, market / competitive, new or revised laws, social
concerns healthcare childcare etc. Technological changes affecting
processes, demographic trends of an internal and external labour
force.
Steps in Human Resources Planning: HRP is important as it ensures
that an organizations has the right amount of employees with the right skill
sets to get the job done, it ensures the labour demands of the business
are met.
Future HR demand (number of employees and skillsets needed) against
HR supply (current amount of internal workers available). We then
develop HR plans to handle any labour imbalance issues.
Forecasting Supply: Availability of Candidates
HR demand forecasts short and long terms answer the question how
many employees will we need?
How will these positions be filled two options.. internal: those within who
can be trained and transferred to different departments. External: those
not hired currently with the company.
Forcasting: Internal Candidates:
Before looking into external candidates a company must first determine
how many internal candidates can be used to fulfill certain positions.
(purpose of internal forcasting)
Skills inventories: - manual or computerized records summarizing
employees, education, experience, interests, skills and so on, which are
used to identify internal candidates eligible for transfer or promotion.

Management Inventories: - Reccords summarizing the qualifications,

interests and skills of management employees, budget, previous
managerial duties and training received.
Replacement Charts and Summaries: - Visual representation of who will
replace whom in the event of a job opening. Likely internal candidates are
listed (usually three). Age or sex cannot be used in a decision but is still
noted on file. (there is an image on page 125)
Succession Planning: Process of ensuring a suitable supply of
successors (inside candidates) for current and future senior or key jobs so
that the careers of individuals can be effectively planned and managed.
Focused on developing people for set positions.
The progression to the top has changed it isnt as straightforward,
executive succession isnt just about climbing the ladder.
Succession planning requires balancing top management needs with
potential career aspirations of available candidates, succession should
include these activities (pg 126).
Markov Analysis: forecasting internal labour supply by tracking pattern of
employees movements through various jobs and developing a transitional
probability matrix. Probability of employees being promoted, demoted,
transferred, left the company. (pg 126) look over figure 5.4
Forecasting External Supply Candidates:
Some jobs cannot be filled by internal candidates because of qualifications
entry level positions are usually filled by external employees, Employer
growth is usually responsible for the amount of entry level positions
available.
Economic conditions, labour market conditions, occupational market
conditions is what we look at when looking for external candidates.
1. Economic Conditions: - natural factors that affect businesses such as
interest rates, wage rates, rate of inflation, unemployment rates. The lower
the rate of employment, the smaller the labour of supply the harder it is to
find employees.
2. Labour Market Conditions: - demographics of those in the population
education level, age, gender, marital status, and so on
3. Occupational Market Conditions: - forecast the availability of
Potential candidates in specific occupations (engineers, drill press
operators, accountants. Making sure there is no labour shortage in a set
field.
Forecasting Future Humans Resources Needs (Demands)
HRP should consider projected turnover as a result of resignation,
quality and nature of employees in relation to what management sees as
the changing needs of the organization, decision to upgrade quality and
products or services or enter a new market which may require a change of
employees with different skills. Planned technological and administrative
changes aimed at increasing productivity and reducing employee head
count, such as the installation of new equipment or introduction of a

financial incentive plan. Financial resources, budget increase may mean

ability to pay current employees more or hire new employees, budget
crunch means cutbacks.
In large organizations needs forecasting is primarily quantitative.
Quantitative techniques: Mathematically grounded, more objective in
nature.
Trend analysis, - Studying the firms employement levels over the last
three to five years to predict future needs. Purpose is to identify
employment trends that may continue on into the future. Trend analysis is
valuable as an initial estimate because employment levels rarely depend
solely on the passage of time.
Ratio analysis, - making forecasts based on the ratio between some
causal factor (volume) and the number of employees required. Ratio like
trand analysis assumes that productivity remains the same.
Scatter plot analysis, - a graphical method used to identify the
relationship between two variables. Used to see if two things are related.
(pg 131)
Regression analysis, - Statistical technique involving the use of a
mathematical formula to project future demands based on an established
relationship between an organizations employment level (dependent
variable) and some measureable factor of output (independent variable)
Qualitative approaches: sophisticated analytical models to expert
opinions about future needs, subjective interpretations or estimates. Rely
on expert oppinions.
Judgement is needed for good forecasting as it is unlikely that historical
trend, ratio, or relationship will continue unchanged into the future.
Nominal group techniques:
Invloves a group of workers meeting face to face.
Can be used for human resources demand forecasting, identifying
training needs, determining safety program incentives.
Four steps:
1 Each member of the group independently writes down his or her ideas
on the problem or issue.
2 Each member presents one of his ideas, one at a time until all the ideas
have been presented. No discussion is allowed during this time.
3 Clarification of ideas is then sought if necessary, followed by group
discussion and evaluation.
4 Each member is asked to rank the ideas. Done independently and in
silence.
Delphi techniques.
Judgmental forecasting method.
Typically involves outside experts as well as internal employees.
Outside experts are invited into the discussion on the basis that outsiders
may be able to assess changes in economic, demographic, governmental,

technological, social conditions, and their potential impact more

objectively.
Done without face to face interaction.
Used to bring about a group decision.
Five steps:
1 direct face to face contact not permitted. Problem is identified. Each
member is asked to submit potential solutuions by answering a
questionnaire.
2 After questionnaire is complete the results are compiled at a centralized
location.
3 Each group member is given a copy of the results.
4 If there are differences of opinion each individual uses the feedback
from other experts to fine-tune his or her independent assessment.
5 Third and fourth steps are repeated as often as necessary until a
consensus is reached.
Draw backs of this method, time costs, potential difficulty of integrating
diverse opinions, judgments may not efficiently use objective data.
Gap Analysis: Summarizing Human Resources Requirements:
The end result of forecasting process is an estimate of short term and long
term HR requirements.
Long range plans are general statements of potential staffing needs and
may not include specific numbers.
Short term plans are more specific and often depicted in a staffing table.
Still approximations even though they are more specific.
Staffing Table: Pictoral representation of all jobs within the organization
along with the number of current incumbents and future employment
requirements (monthly or yearly) for each.
Example pg 134 figure 5.6
Planning and Implementing HR Programs To Balance Supply and
Demand:
Once the supply and demand of human resources is assessed, program
planning and implementation begin.
To fill positions internally organizations must manage performance and
careers.
To manage careers policies and systems must be established for
recruitment, selection and placement, training and development.
Strategies must be created to manage supply and demand.
-- projected labour demand matches projected labour suppoy (equilibrium)
--- projected labour supply exceeds projected demand (surplus)
--- projected labour demand exceeds projected labour supply ( shortage)
pg 135 image.
Labour Equilibrium:
Very rarely is their labour equilibrium. Orgnizations do not need to change
their course of action in these cases.

Labour Surplus:
Hiring Freeze when there is a surplus all external hiring is stopped and
open positions are filled by moving internal employees around.
Surplus is slowly reduce through attrition, which is the normal separation
of employees due to resignation, retirement or death. Major drawback of
attrition is the firm has no control over who stays or goes.
Some orgnizations attempt to speed up attrition by offering incentives to
employees to leave, such as Early Retirement buyout programs.
Setback of early retirement is that a large amount of money is usually
required upfront. Must also not be forced retirement as this is against an
individuals human rights.
Should also be certiain that key people who are hard to replace are not
leaving the organization.
Reducing total number of hours worked is another way to deal with
employee surplus. (part time work)
Job sharing - dividing duties of a single position between two or more
workers.
Work Sharing - employees work three or four days a week and receive
EI benefits on their non work days. The federal government introduced
this to avoid layoffs.
Reduced Workweek: Employees work fewer hours and receive less pay.
Organization gets to keep a skilled work force and reduce economic
impact. Potential drawback - Sometimes hard to decide how many hours
of work should be schedule each week.
Layoff The temporary or permanent withdrawal of employment to
workers for economic or business reasons. Usually necessary to reduce
the impact of the organizations economic downturn.
Termination: Permanent separation from the organization for any reason.
Usually done by management for reasons due to job performance.
Purging poorly performing employees is often an ongoing activity in an
organization.
Leave of Absence Allows those who may be interested in taking time
off from work for a variety of reasons to have a set period of time away
from their position without pay, but with a guarantee that their job will be
available upon their return.
Can be paid on unpaid but usually seniority and benefits remain intact.
Easing Pain of Labour Surplus Management:
Layoffs do not always receive the desired affect of increased productivity
or sustaining the company.
Survivor Syndrome: a range of negative emotions experienced by
remaining employees after a major restructuring initiative, which can
include feelings of betrayal, guilt or detachment, and can result in stress
symptoms, depression, increased errors and reduced performance.
Severence package Usually given when an employer is being
terminated due to no fault of their own in order to avoid wrongful dismissal

lawsuits. Severence pay is legally required in certain situations such as

mass layoffs. Usually employee benefits is given for a certain period of
time.
Supplementary Unemployment Benefits: - A top up of E.I. benefits to
bring income levels of temporarily laid off employees near their regular
income while working. Goes until the pool of funds runs out.
Excutives may be protected by a golden parachute clause states
employer must pay specified benefits and compensation of employee is let
go do to downsizing or restructuring.
Outplacement assistance may also be provided by an outside agency to
help laid off employees find jobs, thereby decreasing the impact of being
laid off.
Labour Shortage:
Solutions include schedule overtime hours, subcontract temporary or
permanent work, hire temporary employees.
Ideal would be to move around internal employees to fill those unfilled
positions, train them for the position and move external candidates into
entry level positions.
Internal solutions:
Transfer/ movement. Promotion. Pg 138
External solutions
hire the right people and quantity from the market place needed to meet
organizations needs.

MODULE 4 CHAPTER 2: Employment Law

Human Rights Legislation
Employment Equity Legislation
Employment Standards Legislation
Employee Privacy
Once you have completed Module Four, you will:

Explain how employment-related issues are governed in Canada.

Discuss at least five prohibited grounds for discrimination under human rights
legislation; and

Describe the requirements for reasonable accommodation.

Describe behaviour that could constitute harassment.

Explain the employers' responsibilities regarding harassment.

Describe the role of minimums established in employment standards legislation and

the enforcement process.

Discuss HR's role in ensuring compliance with employment legislation in Canada.

Legal Framework For Employment Law in Canada:

Actions of supervisors and managers must abide by legislated rules and regulations.
Formal ( largely established through legislation and interpretation of it) and informal
expectations in the employee and employer relationship. Maintain the employment
relationship by fulfilling each parties responsibilities.
Primary Objective of employment legislation is to ensure that the employer does not
exploit paid workers, assuming there is an imbalance of power between employer and
employee in the employers favour.
Employers have the right to modify employee work terms and arrangements based
on legitimate business needs but employees have a right to be protected from harmful
business practices.
Judicial system provides a forum for interpreting legislature.
Canadian Employment legislation is modeled on the US national Labor Relations Act
with three significan differences:
1. Canadian population is more inclined to to accept and expect government
mandated regulations about organizational activities since Canadians are generally more
receptive to governmental regulatory intervention than the US public.
2. United States historical notion of employment at will allowed the employee or
employer to break the work relationship with no liability. This of course provided that no set
contract exists or employees are not represented by a union collective bargaining group.
Canadian employers can terminate employment without reason, given that ample prior
notice is given to the worker or workers. In response employee can quit, strike, appeal the
decision without penalty.
US employment model is centralized, Canadas model resides with the provinces
and territories.
14 jurisdictions, 10 provinces, 3 territories and Canada as a whole that is involed in
employee legislation.
Constitutional law, charter of rights and freedoms gurantees all persons legally
residing in Canada protection.
Employment Standards act: Canadian employers must abide by this. This is
different based on jurisdiction.
Similarities statutory holidays, minimum wage, vacations are provided by all
jusrisdictions. But specific entitlements are different based on provinces/territories and
legislature can change. Employees should know the legislature for their specific province.
Policy can be legal in one jurisdiction and illegal in another.
Contract Laws: (Collective and Individual contracts)
Collective Bargaining Agreement: Agreement regarding terms and conditions of
employment that both the employer and employee must follow legally. (unionized roles)
In non-unionized roles individual contracts are signed prior to employment.
English system of tort Law Judge based law where the decisions of one judge will
dictate how future similar cases will also be judged/ interpreted.
Two types of Torts:
1. Intentional, assault battery, trespassing.
2. Unintentional, negligence harm caused by carelessness.

Regulations: Are created to avoid flooding the courts with minor issues. Legally
binding established rules by special regulatory bodies created to enforce compliance with the
law and aid in its interpretation. (pg 28)
Two opposing interpretations of Canadian legislation:
1. Employees view it as a floor / base of minimum requirements.
2. Employers view it as a ceiling to their maximum commitments.
HR reps play a role in balance these divergent sets of expectations with obligations
towards both the employee and employer.
Legislation Protecting The General Public.
Human rights legislation makes it illegal to discriminate against someone even
unintentionally.
Charter of Rights and Freedoms: Federal Law enacted in 1982 that gurantees
fundamental freedoms to all Canadians. Contained in the constitution act. Applies to all
levels of government .. federal provincial territorial municipal.
Charter takes precedence over all other laws but there are two exceptions to this
rule.
1. Laws can infringe on charter laws if they can demonstrably justified as
reasonable limits within a free and democratic society.
2. When a legislative body invokes the notwithstanding clause which allows the
legislation in question not to be challenged by the charter.
The supreme court of Canada is the ultimate interpreter of the charter.
Four Fundamental Charter Rights:
1 freedom on conscience and religion.
2. Freedom of thought, belief, opinion, and expression including media and the
press.
3. Freedom of peaceful assembly.
4. Freedom of association.
Equality Rights: Section 15 of the charter of rights and freedoms which guarantees
the right to equal protection and benefit of the law without discrimination based on race,
gender, sex, national or ethnic origin, colour, religion or mental or physical disability. (pg 29)
Human Rights Legislation:
Prevents intentional and unintentional discrimination for every individual residing in
Canada. In regards to employment situations, delivery of goods and services.
Supersedes the terms of any employment contract of collective agreement. Very
important to HRM.
All jusrisdictions prohibit discrimination on basis of race, colour, sex, religion, marital
status, age, disability and sexual orientation.
Discrimination: Occurs when someone is believed or proven to be acting unfair or
prejudiced within the context of prohibited grounds for discrimination.
Intentional Discrimination Employer cannot intentionally deny an individual work,
promotion or training based on one of the prohibited grounds for discrimination.
Differential or Unequal Treatment: treating an individual different in any aspect of
terms and conditions based on any of the prohibited grounds.
Pg 31 chart showing provinces and prohibited grounds of discrimination.
Indirect discrimination is prohibited as well employers cannot ask that a staffing
agency only send male candidates or candidates of a certain height.
Discrimination because of Association: Denial of rights because of friendship or
relationship with a protected group member.
Unintentional Discrimination also known as constructive or systematic
discrimination is the most difficult to detect and combat.

Embedded in policies and practices appear neutral on the surface and are
implemented impartially but have an adverse affect on groups of people for reasons that are
not job related or required for the safe efficient operation of the business.
Permissible Discrimination visa Bona Fide Occupational Requirements:
Justifiable reason for discrimination based on business necessity, (required for safe
and efficient operation of the organization) or a requirement that can be clearly defended as
intrinsically required by the tasks an employee is expected to perform.
Figure 2.3 (pg 32)
Meiorin Case: brought about three criteria to decide if the discrimination qualifies as
a bona fide occupational requirement:
1. Is the question Rationale? Was the policy or procedure based on a legitimate,
work related purpose?
2. Is the Question of Good faith? Did decision makers believe that the requirement
was necessary to fulfill the role?
3. Is the Question of Reasonable Necessity? Often most difficult to prove. Was it
impossible to accommodate those discriminated against without imposing undue hardship on
the employer?
Reasonable Accommodation:
Adjustment of employment policies and practices that an employer may be expected
to make so that no individual is denied benefits, disadvantaged in employment, or prevented
from carrying out the essential components of a job because of grounds prohibited in human
rights legislature.

Undue Hardship:
The point to which employers are expected to accommodate employees under
human rights legislative requirements. Financial burden or heatlh and safety risk to other
employees is not too much.
Meaning if an employer tries to accommodate an employee and this is not met the
employer has the right to let the employee goes as not to cause the employer undue
hardship. i.e. an employee on disability that cannot be accommodated and refuses to come
back to work.
Human Rights Case Examples:
It does not matter if there are a hundred reasons why the worker should not be hired
or promoted, if one of those reasons is discriminatory then the entire decision is perceived as
illegal and must be thrown out.
Disability: - pg 34 35
Employees with invisible disabilities mental illness and such must also be
accommodated.
Harassment:
Unweclome behavior that demeans, humiliates or embarrasses a person and that a
reasonable person should have known would be unwelcome.
Case in 1982, sexual harassment was not sexual discrimination and was therefore
not illegal. Employers were not responsible for the actions of their workers. This has changed
over the past few decades thanks to supreme court of Canada decisions.
Employers are now responsible for the actions of their workers.
Some jurisdictions prohibit harassment on all prohibited grounds meanwhile some
only prohibit based on sexual.
Dianna Janzen and Tracy Govereau case helped change this (sexually harassed by
cook at restaurant that worked in)

Bullying (Psychological Harassment) is receiving a lot of attention now and is a form

of harassment.
Figure 2.5 examples of sexual harassment.
Employer Responsibility: Protecting employees from harassment is part of an
employers responsibility to provide a safe and healthy work environment. Employer
responsibility can also include clients or customers harassing employees once it has been
reported. If employer does not attempt to fix the situation they can be charged.
Sexual Harassment:
Attracted the most attention in the workplace.
Offensive or humiliating behavior that is related to a persons sex.
Behaviour of a sexual nature that creates an intimidating, unwelcome, hostile, or
offensive work environment or that could reasonably be thought to put sexual conditions on a
persons job or employment opportunities.
Can be divided into two categories Sexual Coercion and sexual annoyance.
Sexual Coercion: Benefits are provided or withheld based on sexual conduct.
Usually a manager requesting sexual favours and rewarding compliance.
Sexual Annoyance: conduct that is hostile. No incentive is given to perform a sexual
behavior, offensive conduct that may be intimidating or hostile. Creates a poisoned work
environment. Employee is essentially forced to tolerate offensive, threatening behavior.
Harassment Policies: To reduce liability employers should establish sound
harassment policies, communicate such policies to all employees, enforce the policies in a
fair and consistent manner, and take an active role in maintaining a working environment that
is free of harassment.
Effective policies should include:
1. Anti-harrasement policy statement, companies stance on it and stating it is against
the law.
2. Information for victims, what is harassment.
3. Employees rights and responsibilities (respecting others, speaking up, reporting
harassment.)
4. Employers and managers responsibility.
5. Anti Harassment policy procedures. (confidentiality, what to do if you are harassed,
consequences for false claims.)
6. Penalties for retaliation against a complaint.
7. Guidelines for appeals.
8. Other options such as union grievance procedures and human rights complaints.
9. How the policy will be monitored and adjusted.
Forms of Discrimination:
Race and Colour:
Religion:
Sexual Orientation:
Age:
Family Status:
Enforcement of Human Rights Act:
Responsibility of human rights commission in each jurisdiction.
Challenges of human rights legislation are heard by the human rights tribunal.
Tribunal tries to help those affected by discrimination to resolve the problem through
mediation.
Once a claim is filed the organization is given a short period of time, usually 30 days
to prepare their case. (companies must get an investigator to look into the case.
Even if it is an informal charge of discrimination it must be looked into.)

Pg 43 checklist for an investigator.

If discrimination is found two kinds of remedies can be imposed.
Systemic remedies: Forward looking solutions to discrimination that require
respondents to take positive steps to ensure compliance with legislation, both in
respect to the current complaint and any future practices.
Restitutional Remedies: Monetary compensation to put the victim back in the
postion that he or she would have been if the discrimination had not occurred.
(includes compensation for injury to dignity and self respect and may include an
apology letter.
Figure 2.7 pg 44
Employment Equity Legislation:
This form of legislation goes beyond human rights as they are proactive programs
developed to remedy past discrimination or prevent future discrimination.
Occupational Segregation: existence of certain occurpations that have traditionally
been male dominated and other that have been female dominated.
Glass Ceiling: Invisible barrier, caused by attitudinal or organizational bias, that
limits the advancement opportunities of qualified designated group members.
Employment equity helps combat these issues where four groups, the disabled,
women, visible minorities, Aboriginal persons have faced discrimination to help
combat seeing as proabition laws were not working.
Affirmative action and Employment equity is different. AA is focused on quotas
which is a divisive political use.
EE program focuses on representation of four groups at different levels in the
company. Put forth by the federal government. EE changes the culture of
organizations by introducing a diverse workforce.
Equal pay for equal work found in the employment labour standards legislation or
human rights legislation
Plight of xFour groups pg 46
Underemployment employed in a job that does not fully utilize ones skills,
knowledge and ability.

Employment Labour Standards Legislation:

All employees and employers in Canada including unionized workers are covered
under this.
Every jurisdiction establish minimum employee entitlements and set a limit on the
maximum number of hours of work permitted per day and week.
Also deals with issues such as wages, paid holidays, vacations, maternity, parental
or adoption leave, bereavement leave, compassionate care leave, termination notice,
and overtime pay.
You cannot waive your ESA rights but you can go above the maximum of your ESA
rights, light agreeing to higher than 3% of pay as vacation but cannot agree to less
than the ESA minimum requirement.
If there is conflict between ESA and anothercompany agreement the principle of
greater benefit to the employee is applied.
Enforced by the federal government, provincial or territorial Employment standards
act.
Enforced by filing a formal written or electronic complaint against the violator.
Employees are required to give up their rights to sue an employer in civil court once
a claim is filed with the ministry of labour. This prevents dual proceedings for
employers and prevents courtooms from being flooded with duplicate cases.
There is a general maximum claim limit and strict time frames on filing a claim.

Employment Privacy: (pg 48 49)

Video surveillance: Employees must be made aware of the surveillance
Balance employers right to monitor with employees right to privacy.
The Personal Information Protection and Electronic Documents act governs the
collection, use, and disclosure of personal information across Canada.

Introduction to Module 5 and Chapter 6 Recruitment:

This module focuses on the search for top qualified candidates for a position. We will learn
about the 4 steps and then discuss both internal and external methods of recruitment.
Recruiting a diverse workforce is important given the requirement of organizations to find the
best talent possible that represents all facets of society.
Define recruitment and discuss the increasing use of employer branding.
Recruitment is the process of searching out and attracting qualified job applicants.
Begins with the identification of a position that requires staffing and ends when resumes
or completed applications are received from an adequate amount of eligible applicants.
Human talent highly sought after commodity.
HR staff usually handle recruitment, exception is smaller businesses where a specific
department head may handle hiring for that specific department.
Employer Branding - and recruitment strategies are very important to organizations,

especially when an organization is attempting to fill positions that require unique

skills or specialty positions. Employer Branding is the image or impression of an
organization as an employer based on the benefits of being employed by the
organization.
The employer must make itself appealing before the candidate even begins to
"hunt" for a job. But employer branding extends beyond eligible candidates it also
relates to how the organization treats an applicant whom the organization has
deemed unemployable for a current position. If unemployable individuals, who
are still out in the market place interacting and communicating with others, have

good view of the organization and their hiring process the likelihood of that
individual to recommend the company to candidates who may be eligible is
increased. Employers can create a positive brand by taking three steps. First,
define target audience, where to find them, and what they want from an employer.
Second, develop an employee value proposition which will outline why the
eligible employee should choose said organization over competitors. Third,
ensuring that recruitment efforts communicate the employers brand by
incorporating the value proposition. This will remind potential employees of the
companys policies and promises and how they will be fulfilled by companies
managers, can be done through television, radio and so forth.

Explain the recruitment process.

The recruitment process includes Identifying job openings, specifying job

requirements, selecting methods of recruitment and finally generating a pool of

qualified applicants. This is the process that a recruiter must go through in order
to attract the right candidates. The recruitment process ends when the recruiter
receives a completed application or a resume. The recruiter will assess constraints
and find ways to overcome these constraints in order to ensure that the
recruitment process is successful.

Analyze the role of job posting, human resources records, and skills inventories in
recruiting from within.
Identify at least 10 methods used for external recruitment.
Employee referrals, Former Employees, Educational Institutions, Open Houses and Job
Fairs, Professional and Trade Associations, Labor Organizations. Military Personnel,
Online Recruiting, Private Employment agencies. Online Networking Sites.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Explain two strategies used to recruit non-permanent staff.
Temporary Help Agencies. Contract Workers.
1.
2.
Discuss strategies for recruiting a more diverse workforce.

To higher a more diverse workforce she has multiple options and she will have to use
multiple methods. Too attract an older workforce the company may have to create HR
policies that do not make older workers who are close to retirement feel apprehensive
about working for said organization. For younger employees, the organization may
have to focus on creating roles that allow for freedom/ casual work environment and
good work-life balance, along with competitive salaries. The organization will also
have to present its job positing in different medians. For younger / generation x and y
employees the company may want to post content on online job boards and

consistently update, for employees with disabilities companies may have to partner
with disability organizations in order to extend its reach towards potential employees
with disabilities.

Explain the importance of application forms.

Please read Module 6: Chapter 7 - Selection

Once you have completed Module Six, you will:

Define selection; and

Discuss its strategic importance.

Define reliability and validity; and

Explain their importance in selection techniques.

Describe at least four types of testing used in selection; and

Analyze the conflicting legal concerns related to alcohol and drug testing.

Describe the major types of selection interviews by degree of structure, type of

content and manner of administration.

Explain the importance of reference checking;

Describe strategies to make such checking effective; and

Analyze the legal issues involved.

Strategic Importance of Employee Selection:

Selection is the process of choosing among individuals who have been

recruited to fill existing or projected job openings.

Hire external employees or transfer internal employees to new positions.
Selection begins when a pool of applicants submit there resumes or
applications.. recruiting process.
Those who are selected must fit with the strategic direction of the
organization.
Picking wrong candidates wastes time, and forces the selection process to
start again .. does not fit well.
Selection must not have a diverse impact on any of the four designated
groups.
Legal implication for wrong hiring is employer liability. Courts are
increasingly finding employers liable when individuals unsuitable

backgrounds are hired and then commit criminals acts falling with the
scope of their employment.
Avoiding negative legal consequences Selection:
1. Selection criteris and strategies should be based on job description and
specifications.
2. Asses applicants ability to meet performance standards / expectations.
3. Scrutinize all information supplied on applicants forms and resumes
4. Obtain written authorization for reference checks, and check all references.
5. Save all records/ information obtained about applicant during each stage
of the selection process.
6. Reject applicants who make false claims on their application forms or
resumes.
Supply Challenges:
Selection Ratio is the number of applicants hired to the total number of
applicants available.
Applicants divided by available = ratio
1:2 ratio means limited number of candidates and might be best to start
selection process again as it is better to have a hiring delay than to hire a
marginal candidate.
1:400 large selection ratio may mean the job description and specifications
is too vague. HR team may need to automate the screening process or there
is a need for more resources to find the right candidate from such a large
pool.
Selection Process: (Multiple steps)
Multiple Hurdle Strategy: Only candidates clearing a hurdle are permitted
to move to the next step. (prescreening, testing, interviewing, and
background reference checks.)
Wonderlic Personnel Test, measures mental ability. Predictive Index Test,
measures work-related personality traits. Computerized testing programs
typing, grammar. Interview with questions.
Selection Process steps 1. Applicant screening, 2. Selection testing, 3.
Selection interview, 4. Background investigation/reference checking, 5.
Supervisory interview and realistic job preview. 6. Hiring decision and
candidate notification.
Effective selection process five questions to be asked before recruiting
starts.
1. Who will be involved in selection process and develop selection criteria.
Involves weighing information in job description and specification.
2. Selection broken into two musts and wants and weight the wants.
Musts are usually work experience and minimum education.
Must requirements absolutely necessary for the job. Can usually be
screened on paper, measurable standard of acceptability or absolute.
Want Criteria that represent qualifications that cannot be screened on
paper or are not readily measureable as well as those that are highly
desireable but not critical.

 3. Develop an evaluation form testing or interview.

4. Develop interview questions. For all candidates based on KSA. Gauge

motivation and willingness to work.

5. Develop candidate specific questions. Open ended, job related questions.
Acquiring Employees and the Law:
Selection process comply with Human Rights Legislature.
If the process collects any information that is considered a prohibited ground

the unsuccessful candidate may challenge the legality of the entire

recruitment and selection process. Burden of proof would be on the
employer in these cases.
List of questions that can and cannot be asked are available through human
rights commission in each jurisdiction.
1. Cannot ask questions that would directly or indirectly violate human
rights. Marital status, childcare arrangements, ethnic background, workers
compensation history.
2. All candidates must be treated in the same manner. Cannot ask only
females to demonstrate lifting ability. But, accommodations must be made
for individuals with disabilities.
3. Cannot cut short an interview due to preconceived notions form of illegal
differential treatment.
4. Focus on job description and job selection when gathering information.
this job requires.. is a helpful phrase to use.
Selection Steps In Detail:
1. Preliminary Applicant Screening:
Performed by HR department usually.
Application forms and resumes are reviewed.
Technology is being used by a lot of large firms to help screen large number
of candidates and generate short lists of individuals who will move onto
the next step.
2. Selection Testing:
Tests intelligence, personality characteristics, mental abilities, interests,

preferences.

Tests are only useful if they provide reliable and valid information
Reliability Degree to which interviews, tests and other selection

procedures yield comparable data over time, degree of dependability,

consistency, stability of the measures used.
Inter-rater realiability agreement between two or more raters.
Realiability can be reduced if questions are answered randomly or if test
setting is noisy or uncomfortable. And when the applicant is tired or
unwell.
Validity Accuracy with which a predictor measures what it is intended to
measure.

 Separate validation studies of selection techniques should be conducted for

different subgroups, such as visible minorities and women, to assess

differential validity. If not done this could lead to systematic
discrimination. One quality may mean job success in a group meanwhile
may mean job failure in another group.
Criterion Validity Degree that a selection tool predicts important elements
of work behavior. Those who do well on the test will do well on the job.
(pg 182)
Content Validity Adequately tests the skills needed to perform the job.
Construct Validity - measures theoretical construct or trait deemed
necessary to perform the job.
Tests of Cognitive Abilities:
Intelligence Tests, - does not test a single trait but multiple. i.e. memory,
vocabulary, verbal fluency, speed of perception, spatial visualization and
numerical ability. (Standford Binet test, Wechsler test.)
Emotional Intelligence Tests, - testing individuals ability to monitor his or her
own emotions and the emotions of others and to use that knowledge to
guide thoughts and actions. (High EQ = self aware, control impulses, self
motivated, demonstrates empathy.)
Specific Cognitive Abilities, (Aptitude tests: measure aptitude of potential to
perform job if he or she is given proper training.) Inductive and deductive
reasoning, verbal comprehension, memory.
Tests of Motor and Physical Abilities: (pg 185)
Finger dexterity, manual dexterity, speed of arm movement, and reaction
time.
(Functional abilities Evaluation) FAE measures range of physical activities
from lifting, pushing, pulling, squatting. Tests should duplicate physical
demands of the job as to avoid human rights legislature.
Personality Tests: Measures introversion, stability, motivation, neurotic
tendency, self-confidence, self-sufficiency, sociability.
Assumes that there is a correlation between personality and job success.
Big Five Extroversion, emotional stability, agreeableness,
conscientiousness, openness to experience. (NEO Five Factor Inventory)
Faking personality tests is always an issue. (there is a debate on whether
personality can be faked)
Interest inventories compare a candidates interests with those of people in
various occupations. (Strong Campbell interest inventory test have their
interests compared to people already in the job.)
Achievement Tests: Measure of what a person has learned. Most school
tests.
Work Sampling: Best predictor of job performance. Applicant performs the
key tasks that are necessary to perform the job.
Management Assessment Centres: Management potential of 10 or 12
workers is assessed by expert appraisers who observe them performing
realistic management tasks. May be in a room with a one way mirror.

 In Basket Execerise basket containing tasks. Canadidate may have to

respond to messages from calls, rewrite letters and responses and prepare
meeting agendas.
Leaderless Group discussion group with no leader given a discussion
question and told to answer it. Observes interpersonal skills, inclusion /
acceptance in the group, leadership ability and individual influence.
Management Games Realistic problem solving as members of two
companies that are competing in the marketplace. Decisions about
advertising, marketing, manufacturing and what inventory to keep in stock.
Individual Presentations Communication skills and persuasiveness are
evaluated, during an oral presentation.
Objective tests - Computer based, personality, aptitude , interest or
achievement tests.
Interview interests, background, past performance, motivation.
Situational Testing: - Hypothetical situations in relation to the job ar
presented and candidates response is evaluated. Provides a realistic job
preview by exposing candidate to types of activities they will encounter on
the job.
Predictor of job performance, and three performance dimensions core
technical proficiency, job dedication, interpersonal facilitation.
Micro Assesments: - Series of verbal, paper based or computer based
questions and excercises covering range of actitivties required on the job.
Solve work related problems, and perform within department or corporate
culture.
Physical Examincation, Substance Abuse Testing, and Polygraph Tests:
Step 3: Selection Interview:
Oral responses to oral questions.
Two way, usually face to face communication.
Allows employer to fill in any gaps on application form or resume.
Both interviewer and interviewee get to ask questions.
Types of Interviews:
Unstructured Interview no preconceived questions casual style
conversation. Important points are discussed as they come up. Different
candidates may be asked different questions. Low reliability and Validity
Structured Interview Preconceived job related questions. Does not give
freedom to pursue questions as they come up.
Mixed / semi structured interview extremely popular. A mix of both styles.
(pg 191)
Situational Interview: A series of job related questions that focus on how
the candidate would behave in a given situation. Future projection of an
individuals behavior. Can be structured and situational.
Behavioural Interview behavior description interview: (BDI) A series
of job related questions that focus on relevant past job-related behaviours.
Interviews can also be classified based on how they are administered:

One on one or by a panel. Panel interviews benefit in that information is

record accurately, reviewed by a group of individuals. Reduced likelihood of
human rights issues.
Mass interview panel interviews a group of interviewees poses question
and then sits back and sees which person will take the lead.
Sequentially or all at once.
Face to face or technology based. (pg 192)
Common Interview Mistakes: (192)
Poor Planning: Usually questions are not written up in advance, leads to
unstructured interview process.
Snap Judgments: Judgments based on test scores, resume information.
Negative Emphasis: More influenced by unfavourable than favourable
information.
Halo Effect: Focused on positive information provided by resumes, or tests.
Usually does not seek to counteract information.
Poor Knowledge Of The Job Interviewers who do not know what the job
enatils or what candidate would be best for the job.
Contrast (Candidate Order) Error: Order in which cnaadiates are seen
affects the interviewers viewing of them. Seeing horrible candidtes first will
make an average candidate seem good later on.
Influence of Nonverbal Behaviour: Interviewers are influenced by
interviewees body language smile, eye contact, hand movements. Those
rated as more physically attractive are also more suitable for employment.
Leading: So anxious to fill the job position that they help applicants to answer
the right question. This job calls for handling a lot of stress. You can do that
right
Too Much/ Too Little Talking: If interviewer talks too much does not give
applicant a chance to respond and express who he really is. Or if applicant
dominates interview process, interviewer does not get to ask all necessary
questions.
Similar to Me Bias: Interviewers like individuals who share similar
characteristics as them. Leads to lack of diversity in the workplace.
Creating Effective Interview:
Planning The Interview: The format is important. Also know the candidate
being interviewed. Special format must be used to asses individuals with
disabilities.
Establishing Rapport: Greet in a friendly manner and put at ease. This allows
candidate to open up and express more about themselves.
Asking Questions: Written ahead of interview and should all be done in order
which reduces chance of forgetting relevance of question. Reduces, snap
judgment, halo effect, negative emphasis, candidate order errors. Helps to
ensure that all candidates are assessed by the same criteria.
Closing The Interview: Time should be allocated to answer any of the
questions the interviewee may have. Inform candidates of next steps and
timelines of the organization.

Evaluating The Candidate: Should be rated right after the interview is over.
Step 4: Background Investigation/ Reference Checking:
90% of firms do reference checks. Many firms use reference checking
agencies or hire consultants to perform this task.
There could be heavy legal consequences for not doing a background check.
There was an issue with a nurse working in Toronto with no credentials for
two years.
Information To Be Verified:
For financial positions credit check is done.
Criminal record check, educational qualifications, verification of atleast five
years of employment.
Obtaining Written Permission:
Applicants should be asked to present in writing their willingness to allow
the firm to perform these checks.
Some employers do not do checks until a conditional offer of employment is
presented to avoid human rights issues.
Some organizations use social networking sites to gather further information
on candidates some find good info that verifies information on resume
some find enough negative information to remove the individual from further
job considerations.
Providing References:
Qualified privilege: Comments are made by a previous or current employer, if
asked by a potential employer, and if the answer honest and without
malicious intent, the idea of qualified privilege is relevant.
Negligent Misrepresentation: If an employee was dismissed for a reason but
made to seem as to not have those attributes. i.e. theft and later goes on to
steal from future employer. Previous employer is legally liable. Because of
this some Canadian companies have adopted a no reference policy, they will
only give information on title held, and time worked with company.
Step 5: Supervisory Interview and Realistic Job Preview:
RJB Provides applicants with realistic information, both positive and
negative about job demands the organizations expectations and the work
environment.
Can lead to improved employee job satisfaction.
Supervisor knows technical aspects of the job and must work closely with the
candidate. So these interviews conducted by the supervisor is always good to
figure if the supervisor is comfortable with the new employee.
Step 6: Hiring Decision and Candidate Notification:
HR reps, compile all information and pick a candidate.
Statistical Strategy: A more objective way to decide which candidate. Person
with highest score gets job.
Candidates should be given a reasonable amount of time to think about if
they want to accept the job offer.
Should not feel pressured.

MODULE 8: ORIENTATION AND TRAINING: CHAPTER 8

Orientation and training focus on assimilation efforts but are not the same
thing even though they are related.
Organization specific topics orientations attempts to transfer learning into
behavior using disciplined consistent efforts.
Training short term discrete efforts in which organizations impart
information and instructions in an effort to help the receipient gain the
required skills or knowledge to perform the job at adequate levels.
Training usually occurs after the orientation process.
Orienting Employees:
After recruitment comes orientation to new company and job role.
Long term, comprehensive orientation also called onboarding can lead to
reductions in turnover, increased morale, fewer instances of corrective
discipline, and fewer employee grievances. Reduce workplace injuries.
Orientations procedure for providing new employees with basic
background information about the firm and the job. Introduce people to the
culture and produce a common bond. Teach importance of teamwork.
Orientation is a part of the socialization process.
Socialization the ongoing process of instilling in all emplyees the
prevailing attitudes, standards, values, and patterns of behavior that are
expected by the organization. (onboarding can speed up this process and
make an employee ready right away)
Reality Shock (Cognitive Dissonance) Discrepancy between what the
new employee expected from his or her job and its realities. Orientation
reduces first day jitters and reality shock because the companies
expectations and job role is outlined clearly in orientation.
Orientation should focus on work related goals with the new employee, help
new employees become productive and defeat the learning curve.
Online onboarding systems are a new forms of orientation occurring the
moment job is accepted. Videos, online forms, graphics before the first day of
the job.
CONTENT OF ORIENTATION PROGRAMS:
Orientation programs range from brief, informal introductions to lengthy
formal programs.
Internal publications, employee handbooks, current mission, activities,
products.
Facility tour and staff introductions
Job related documents, explanation of procedures, duties and
responsibilities, working hours, attendance expectations, vacations, holidays,
payroll, benefits, pensions, regulation and policies regard personal use of
company equipment.
Expected training to be received.

Performance appraisal criteria, including the estimated time to achieve

productivity.
Some courts view employee handbooks as a contract. Thus this there should
be a disclaimer in most handbooks.
Responsibility of Orientation:
Special Orientation Situations:
Diverse Workforce: Employees whose values and beliefs may be different
need to obtain sensitivity training and how to handle a variety of reactions.
Also what is permissible under the human rights legislation.
Mergers and Acquisitions: information on the merger needs to be provided
to employees, as apart of company history. Information on any ongoing day to
day difficulties regarding their work. Resocialization process because of the
new culture that will emerge from the merger. Emphasis new organizational
values and beliefs and new business objectives.
Union versus non-Union employees: provided collective bargaining
agreement, union dues / payroll deduction explained, introduction to union
steward. Unionized and non-unionized employees need to be aware of which
jobs are unionized and not unionized.
Multi-Location Organizations: Must know where all locations are and what
business functions are performed at each location.
Problems With Orientation Programs:
Sometimes too much information in a short period of time, employee
overwhelmed.
Inundated with forms to fill out for payroll, benefits, pensions
Sometimes no orientation is provided and employee has to seek his or her
own answers as to what is expected of them.
Hr reps can be too braod with information meanwhile managers may be too
detailed.
Evaluation of Orientation Program:

How do we evaluate the effectiveness of the orientation?

1. Employee reaction. Interview or survey new employees for their opinion on the
usefulness of the orientation program. Also, evaluate job performance within
specified time periods to assess transference of learning and behaviours where
possible.
2. Socialization effects. Review new employees at regular intervals to assess progress
toward understanding and acceptance of hte beliefs, values and norms of the
organization.
3. Cost/benefit analysis. Compare (1) orientation costs, such as printing hand books
and time spent orienting new employees by HR staff and immediate supervisors, with
(2) benefits of orientation, including reduction in errors, rate of productivity, efficiency
levels, and so on.

Read on integration process page 214:

THE TRAINING PROCESS:::--- Training: Process of teaching employees the basic skills/competencies that
they need to form their jobs.
i.e. how to operate machines, sell products, how to interview and appraise
employees based on job role..
development is training of a long-term nature. (aim is to prepare current
employees for future jobs within the organization.)
training should be apart of strategic plan, business and training goals should
be aligned.
Trainers must understand the business strategy, speak the language of the
business and convey it to trainees.
Training is a strategic investment in human capital.
Inorder to stay competitive we must always update our skills. Skills in youth
will not carry us all the way through our career.
Increased training can strengthen employee commitment. Implies faith in
future of the company and employee.
Continuing developmental opportunities to improves oneself, is usually
reciprocated by employees.
Training and Learning:
Learning styles auditory learning visual learning kinesthetic learning
tactile learning through a whole-body experience. People learn in different
ways and we must know the best learning styles of people to get the job done.
1. Easier for people to understand and retain meaningful information.
Provide overall picture / summary of the lesson to help people follow along.
Use as many visuals as possible and a variety of familiar examples.
2. Make it easy to transfer new skills to the job site. Maximize similarity
between training situation and job situation.
3. Motivate trainee. Increases cognitive ability. well done
4. Effectively prepare the trainee. Pre-training is a crucial step in the training
process. Create a perceived need for training in the minds of employees.

Legal Aspect of Training:

Negligent training occurs when an employer fails adequately train an
employee who subsequently harms another employee. Also if an employee is
not adequately training and is then fired for incompetence employee may
have grounds to file a grievance.
Also have to ensure training methods are accommodating to designated
groups and do not discriminate in anyway that is unlawful.
Five Step Training Process: Read pg 218 and down.
1. Needs Analysis:
2. Instructional Design:
3. Validation:
4. Implementation:

5. Evaluation And Follow-Up:

Let's look at the Five Step Training Process - Figure 8.1 is very important!
We must develop training objectives (pages 221-222). We must understand program
content. Think of all the different approaches instructors have used in the various
courses you have taken. These approaches might include both traditional training
techniques (lectures) or more innovative techniques (on-line activities).
Training techniques include on-the-job training as well as apprenticeship training,
informal learning, and job-instruction training. Lectures are widely used as well as
audiovisual techniques, although audiovisual comes at a higher cost. We will
discover that both on-the-job training and off-the-job training have various
approaches and objectives.
What about e-Learning? E-Learning is a state-of-the-art approach utilizing computer
technology to support the delivery of learning opportunities. There are three major
types: e-learning computer-based training, on-line training, and electronicperformance support systems. This type of learning is growing tremendously!
In the workplace, the learning must be transferred to the job. Managers must be
aware of key learning outcomes to support the transfer of learning to the workplace.
Programmes must also be validated using a pilot group before implementation.
Feedback is critical at this stage in order to understand what works and what
requires improvements.
Make sure the pilot represents different groups of managers and employees in the
organization. They will all have their own perspective of what is required. This variety
will help you meet the different needs of the participants.

MODULE 9: CHAPTER 10 Performance Management.

Importance of Performance Management:
Performance management improves company profitability.
Process of encompassing all activities related to improving employee
performance, productivity, and effectiveness. Includes goal setting, pay for
performance, training and development, career management and disciplinary
action.

Performance Management Process: (System)

In this chapter, you will learn that the primary purpose of appraising employees is so

they will continuously improve the work that is accomplished. And, as the textbook
explains, performance management is of great strategic importance because it is the
most effective way for organizations to differentiate themselves, that is, by having
top-performing employees.
Performance management process. The steps include:
1. Defining performance expectations and goals,
2. Providing ongoing feedback and coaching,
3. Conducting performance appraisal and evaluation discussions,
4. Determining performance rewards
5. conducting development and career opportunities discussions.

Effective coaching by the manager is important so that employees can develop skills
for now and in the future. Employees require feedback on how they are doing, and
the appraisal process provides this opportunity.
By not having effective performance management, employees will not accomplish
what they otherwise could have achieved. Now lets look at some of the problems
that HR professionals and managers must be aware of and stop from happening.

Performance Expectations and Goals:

Task performance an individuals direct contribution to their job related
process.
Contextual Performance An individuals indirect contribution to the
organization by improving the organizational, social, and psychological
behaviours that contribute to organizational effectiveness beyond those
specified for the job. (Goes beyond their job does above and beyond)
People like to have clarification on how their performance effects the
company.
Performance measurements must be in a leagally defensible way. Must be
communicated and supported by the organization.
Providing Ongoing Coaching And Feedback:
Two way communication employee and amanger should be continually
checking in with each other for feedback.
Sample performance improvement plan
Performance Appraisal Evaluation Discussion:
Formal Appraisal Methods: pg 266
Graphic Rating Scale:
Alternation Ranking Method:
Paired Comparison Method:
Forced Distribution Method:
Critical Incident Method:
Narrative Forms:
Behaviourally Anchored Rating Scales:
Management by Objectives (MBO)

MODULE 10: Chapter 11 Strategic Pay Plans and Chapter 12 Pay-for-Performance and
Financial Incentives

Total Employment Rewards:

An integrated package of all rewards (monetary and non-monetary,

extrinsic and intrinsic) gained by employees arising from their
employment.
External (monetary) and internal rewards (non monetary)
Provides employee value within the cost constraints of the company.

Five components of Total Rewards:

1. Compensation
2. Benefits
3. Work- Life Programs
4. Performance and Recognition
5. Development and Career Opportunities
Impact of Rewards:
To attract, retain, motivate, and engage employees.
Engagement is positive emotional connection to the employer and a clear
understanding of the strategic significance of the job, resulting in
discretionary effort on the part of the employee.
Employees top reasons for leaving some company is no work-life balance, no
opportunity for advancement, dissatisfaction with cash compensation.
Determining Pay Rates:
All 14 jurisdiction in Canada have laws regulating compensation. The laws
are different in each jurisdiction depending and laws and constantly
changing.
Employment / Labour Standards Acts (Canada Labour Code)
Minimum standards regarding pay, maximum hours, paid vacation, paid stat
holidays, termination.
Pay Equity Acts:
Addresses historical undervaluation of womens work.
Employers must identify and evaluate male and female dominated jobs and
then use a gender neutral job evaluation system based on specific
compensable factors (such as skill, effort, responsibility, work conditions) to
evaluate jobs.
Female jobs most be increased to an equal pay if they have the same value as
a similar male job.
Not all Canadian jursdictions have pay equity laws.
Human Rights Acts:
All jurisdictions no discrimination, on age, race, religion, gender,
marital/familystatus and physical or mental disability.
Canada/ Quebec Pension Plan:
Contribution is required to pension plan and then paid out to employee on
retirement.
Other Legislation Affecting Compensation:
Unemployment act is for up to 45 weeks, maternity, parental leave and other
insurances that protect against the devastating blow of job loss and no
income.
Union Influences on Compensation:
Compensation Policies:
Equity and Impact on Pay Rates:

External equity Employees perceive his or her pay as fair compared to given
pay rates in other organizations.
Internal equity employee perceives his or her pay is fair compared to other
employees within the organization.
Establishing Pay Rates: - (3 stages)
1. Job evaluation.. determine worth of jobs through job evaluation. And group
jobs with similar worth into pay grades. (ensure internal equity)
2. Conduct wage / salary survey of what other employers are paying for
comparable jobs (ensures external equity)
3. Combine job evaluation (internal) salary survey (external) information to
determine pay rates for the jobs in the organization.
Job Evaluation:
Comparing systematically jobs within a firm to determine worth of one job in
comparison to another. Results in job hierarchy.
Compares content of a job to another, I.e. effort, responsibility, skills and
working conditions.
Job evaluation ususally focuses on benchmark jobs jobs that are critical to
the firms operation or commonly found in other organizations.
Order of relative worth.
Compensable Factors:
Ranking methods when we judge which job is more important to the firm and
based on what. But it is hard to convince someone which job is more
important so jobs can be judged by certain basic qualities that they share
(aka compensable factors). Focus usually on for comparable factors for pay
equity Skill, responsibility, effort and working conditions.
Very important for job evaluation and pay equity.
Job Evaluation Committee A diverse group including employees, HR staff,
managers, and union representatives.. .. established to ensure the fair and
comprehensive representation of the nature and requirements of the jobs in
question.
Job evaluation is a judgmental process requires cooperation of supervisors,
compensation specialists, and employees and union representatives.
Committee may include HR staff, employees, managers.
Classification / Grading Method:
Putting jobs in groups based on the job evaluation.
Classes are groups of jobs based on a set of rules for each class, such as
amount of independent judgment, skill, physical effort. Classes usually
contain similar jobs such as all secretaries.
Groups groups based on set of rules for each grade, jobs are similar in
difficulty but otherwise different. Grades often contain dissimilar jobs such as
secretaries, mechanics, and firefighters.
Grade / Group description written description of level of compensable
factors required by jobs in each grade to combine similar jobs in grades or
classes.

Point Method job evaluation method in which a number of compensable

factors are identified, the degree to which each of these factors is present in
the job is determined and an overall point value is calculated.
To use this step must have current job descriptions and specifications, based
on job analysis.
Skill, effort, responsibility, and working conditions are general and can be
used in different jobs and mean different things.
Must determine weights and degrees decide on maximum number of points
to assign to each factor. Skill 30, effort 30, responsibility 30, working
conditions 10
Varying amounts are called degrees.
Degree 1 less than 30%
Degree 2 - 30 60%
Degree 3 more than 60%
Points system is easily explained and used by employees it is quantitative.
Eventually add up all of the points for the job to get the total point value for
the job.
Difficult and consuming to develop a point plan. Difficult to train the job
evaluation group.
Point systems are usually done by a consulting firm to save the organization
the headache.
Stage 2 Conduct Wage Salary Survey
Survey used to determine prevailing wage rates. Formal written
questionaires are the most comprehensive.
Survey data used to determine pay rates for benchmarks jobs that serve as
reference points for the employers pay scale. Other jobs are paid based on
their relative worth compared to the benchmarks.
Types of surveys used to determine wages:
Formal / Informal Surveys by the Employer: Informal telephone surveys
can be used to collect information on wages, or surveys can be presented to
other employers to understand their business setup and compensation.
Commercial, Professional, and Government Salary Surveys: these are
surveys published by commercial firms, professional associations, or
government agencies. Certain companies publish their surveys for specific
jobs consistently throughout the year.
In surveys upward bias can be an issue. Surveys may also be misleading or
bad for a company as some companies base their surveys off results of high
functioning and paying companies or some survey are exaggerated to push
correct actions.
3 Combine Job Evaluation and Salary Survey Information to Determine
Pay for Jobs.
Assign pay rates to each pay grade. Wage curve graphic description of the
relationship between the value of the job and the average wage paid for the
job.

Rate Ranges
Each job may have a pay range and not just one set pay amount. Series of
steps or levels within a pay grade usually based on years of service or
accomplishments. Beneficial because you can attract more senior staff into a
pay grade based on their level of experience and also attract lower
experience staff without having to pay as much.
Broadbanding:
Reducing number of salary grades and ranges into just a few wide levels /
bands.. each containing relatively wide range of jobs and salary levels.
Pay for Knowledge:
Competency based pay / skill based pay pay based on range, depth and
types of knowledge that they are capable of using, rather than for the job that
they currently hold.
Skills and knowledge that are beneficial to successful individual or corporate
performance.
Core competencies: knowledge and behaviours that employees throughout
the organization must exhibit for the organization to succeed, such as
customer service orientation.
Functional competencies particular organizational function negotiation
for sales people, safety for pilots.
Behavioural competencies are expected behaviours like always walking a
customer to the product or always smiling at mcdonalds.
On the job training for competencies is good. Those who posses the
competencies should teach others.
Think RBC competency training proficient, not proficient, meeting.
Pay equity equal pay to male dominated job classes and female dominated
job classes of equal value to the employer.
Redress systematic gender discrimination for over the years as measured by
the wage gap. Women making 71 cents for every dollar that men make.
CHAPTER 12: -------------------MONEY AND MOTIVATION: Fixed pay is compensation that is not based on performance level of the
individual, group, or organization.
Variable pay is pay that is based on productivity or profitability. Or some
other method of organizational performance. Top performers must get top
pay to secure their commitment to the compant
Get workers to to be partners and think of the business goals as their own
goals.
Types of Incentive Plans:
Individual incentive programs give rewards to individuals who meet a
specific performance standard.
Informal incentives may be awarded for accomplishments that not readily
measured by a standard, such as recognizing the long hours that the
employee put in last month

Group incentive programs are like individual plans.. provides payment above
base salary to all team members when group or team meets certain
standard.
Organization- wide incentive plans provide monetary incentives to all
employees or the organization.
Non-monetary recognition plans motive employees through praise or other
forms of recognition and rewards.
Incentives for Operations Employees.
Piece work system of pay based on the number of items processed by each
individual worke in a unit of time. items per hour or day.
Advantage easy to calculate, appear equitable as it is based on performance,
powerful incentive since rewards are tied to performance.
Disadvantage some employers raise production standards when they find
their workers are earning excessive wages.
Sometimes quality standards are not met as employees focus on meeting
numbers not quality.
Group Incentive
Pay based on highest worker production, lowest worker production, or group
average production.
Reinforce group planning especially during interdependent tasks. Reinforce
team cohesion and planning, problem solving.
Incentives for Senior Managers:
End year bonuses, because of the role they play in determining divisional and
corporate profitability.
Short term incentives such as the annual bonus can increase or decrease ones
pay relative to the previous year.
Three things to think about.
Eligibility:
How Much to Pay out (Fund size)
Determing individual awards
Longterm Incentives short term solutions may create long term problems.
Capital accumulation stock options.
Incentives for sales people
Salary pln. Paid a fixed salary
Commission plan. Paid in direct proportion to their sales. Percentage of their
sales. (draw backs .. selling at all costs. Sometimes sell and returns occur
cutting into next paycheck. )
Sales ppl getting commission for 100% of pay resulted in highest turnover.
Salary and commission should be mixed.
Employee Recognition Programs:

MODULE 11 CHAPTER 13 AND 14EMPLOYEE BENEFITS AND SERVICES AND

HEALTH:

Employee benefits indirect financial payments given to employees. May

include supplementary health and life insurance, vacation, pension plans,
education plans, and discounts on company products.
Provided to all employees usually of the firm.
Benefits do matter to employees and can actually attract and retain the right
people to meet business goals if aligned with business strategy.
Government Mandated Benefits:
Employment Insurance federal program intended to provided temporary
financial assistance to eligible persons who experience interruption to their
work through fault of their own.
EI is not payable if terminated for just cause.
Only get EI, if you have contributed to EI. A contractor who does not pay into
it (business) owner is not eligible.
EI is usually 55% of average earnings during the last 14 to 45 weeks.
To receive this employee must have worked a minimum number of hours for
a minimum numbers of weeks. (qualifying period)
There is also a waiting period until you get ur EI.
SUB plans allow employees to bump their EI contributions up a little bit so it
is closer to their regular wages.
Pay on Termination of Employment:
Reasonable advanced pay notice and severance pay is not the same thing.
Termination pay when employer, fires you, this is legal requirement.
Employee must be given advanced written notice unless, it is for reasonable
reasons.
Pay lieu of reasonable notice (happened to friend of mine) employee told to
stop working immediately and provide lum sum equal to their pay for the
notice period.
Severence pay different ways to provide severance Ontario and federal
employees.
Pay for Mass Layoffs. If layoff of 50 or more employees occur.
Leave of Absence:
Worker Compensation : Provide pay for workers injured on the job or their
dependents regardless of fault. This is a no fault insurance plan designed to
help injured or ill workers get well.
Income and medical benefits
Covered only has to prove injury or illness arose while on the job.
Doesnt matter if you are at fault.
Includes rehabilitation, survivor benefits, all benefits are non taxable.
How to Reduce Worker Compensation Claims:
1. Reduce accident or illness causing conditions by instituting safety and
health programs and complying with government safety standards.
2. Since compensation costs increase the longer worker is not at work
companies have instituted rehabilitation programs. (physical therapy, career

counseling. Workers are required to co-operate with return to work

initiatives, such as modified work.
Paid Vacation minimum 2 weeks
Paid Breaks.
VOLUNATRY EMPLOYER SPONSORED BENEFITS::
Employers are not obligated but they often provide extra benefits.
Life insurance:
Supplementary healthcare / Medical Insurance
Reducing Health Benefit Costs:
Increased costs have occurred because of an aging work force and rising
price in new drugs.
Prescription drugs 30% of all healthcare across Canada is paid by
employers.
1. increase amount of healthcare costs paid by employees i.e. increasing
employee premiums, increasing deductibles, reducing company coinsurance
levels, instituting or lowering annual maximums on some services,
eliminating coverage for spouces, private hospital rooms and eliminating
other benefits.
2. Publish restricted list of drugs that will be paid for under the plan to
encourage the use of generic rather than more expensive brand name drugs.
New drugs may not be covered if equally as effective as cheaper alternatives
that are available.
3. Health promotion encourage workers to take medication correctly,
advertise programs on weight management, smoking cessation, exercise
classes, onsite massage therapy, nutrition counseling, and other wellness
programs.
4. Implement risk assessment programs. Third party conducts a confidential
survey of the health history and lifestyle choices of employees to identify
common health risk factors.
5. Health care spending accounts (like what RBC gives.) you can spend on
what you want health related/ flexibility for the employee.
Generation y prefers flexibility of health spending accounts.

CHAPTER 14 --- OCCUPATIONAL HEALTH AND SAFETY:

Loss time injury rate measures any occupational injury or illness resulting
in employee being unable to fulfill full work assignments, not including
death,
Occupational health and safetly laws intended to protect health and safety
of workers by minimizing work related accidents and illnesses. (all provinces
and jurisdictions have this)
Employers are responsible to take every precaution possible to ensure the
health and safety of their workers. (due diligence requirement)

Employees are responsible for taking reasonable care to protect their own
health and that of their coworkers in most cases. (wearing protective gear /
clothing and reporting any safety issues.)
Employees has three rights under the joint safety model.
1. Right to know about workplace safety hazards
2. Right to participate in the occupational health and safety process.
3. Right to refuse work if they reasonable cause to belive it to be unsafe.
(worker cannot be disciplined for refusing such work)
Joint health and safety committees:
Provides non-adversarial atmosphere where management and labour can
work together to ensure a safe and healthy workplace.
Inspect the environment for hazards and health and safety issues.
Investigating employee concerns and safety complaints, and accidents.
Dissemination about health and safety laws/ regulations.
Obligation of supervisors to ensure employees comply with health and safety
regulations. Inform employees of safety and how to be safe
Enforcement of Occupational Health and Safety Laws:
Government inspectors can go into any workplace and inspect for safety
concerns without a warrant. Can fine the organization, or shut them down/
jail time.
Control of Toxic Substances:

Now lets look at the Workplace Hazardous Materials Information System (WHMIS).
This law is a Canada-wide legally mandated system designed to protect workers. It
provides critical information about hazardous materials in the workplace. WHMIS
legislation has three components: labelling of hazardous material containers to alert
workers of potentially hazardous products inside, provide material safety data sheets
(MSDS) to highlight a products potentially hazardous ingredients, and provide safe
handling procedures and implement employee training to ensure that employees
can identify the hazard symbols (e.g., by reading labels and finding out what is on
the MSDS).

What Causes Accidents:

Chance Occurrences: something falling from a roof, a ball breaking a glass
window as you walk by.
Unsafe Conditions: improperly guarded equipment, defective equipment,
hazardous procedures, unsafe storage, congestion, overloading, improper
illumination, glare, insufficient light, improper ventilation. (fix this by
eliminating the unsafe condition)
Job itself, psychological climate and work schedule also contribute to
accidents. (some jobs are just more dangerous than others)
Unsafe Acts: (even if we removed all unsafe conditions accidents would still
occur due to unsafe acts)
Throwing material, working at unsafe speeds, making safety devices
inoperative by moving or unplugging them, using unsafe equipment or using
equipment unsafely, unsafe positions under suspended loads, lifting

improperly, distracting, teasing, abusing, startling, quarrelling, instigating

horseplay.
Other possible causes of accidents include: VISION, LITERACY, and AGE.
PERCEPTUAL VERSUS MOTOR SKILLS.
HOW TO PREVENT ACCIDENTS:
Reducing unsafe conditions by identifying and removing potential hazards.
Reduce unsafe acts (for example, through selection testing and placement,
education and training, and monitoring work overload and stress).
Top management commitment is critical. Top management must be personally
involved in safety activities on a routine basis, giving safety issues high priority in
meetings and production scheduling.
Providing positive reinforcement can also improve safety behaviour at work. (Just
think about when you have been positively reinforced for performing safely.)
All these positive behaviours will help control workers compensation costs,
which can be a significant expense for any organization.
workers compensation costs are often the most expensive benefit offered by
organizations.
Controlling Workers Compensation Costs
Before the accident we should remove all unsafe conditions and screen out any
accident prone individuals.
After the accident company should facilitate the employees return to work:
Provide first aid, medical attention, make it clear they are concerned about the
injured worker.
Reduce costs by developing an aggressive return to work program.
1. Stay in contact with the worker.
2. Collaboration with all individuals involved. Doctors, worker, family, compensation
rep.
3. Creativity in focusing on how to use the workers remaining abilities.
Occupational Health and Safety Challenges in Canada:
Substance Abuse
Job Related Stress
Burnout
Repetitive strain injuries. activity related soft tissue injuries of the neck, shoulders,
arms, wrists, hands, back, and legs. These injuries can be crippling and prevent
suffers from working and leading normal lives. (working on computers for long
periods can lead to RSI)
Ergonomics (integrate physical needs of workers into the environment.) poorly
designed work stations, causing bad posture by adding ergonomics it reduces this
and may increase proficiency and reduce stress and injury.
Video Display Terminals Issues with eye sight, back aches and neck injury are
common.
Carpal tunnel syndrome may also be caused due to video displays.
Workplace Toxins cleaning products.
Workplace Smoking (smoking cessation programs should be implemented for
better health.)
Viral Pandemic Hr plays a key role in instituting work from home procedures/
offsite. (influenza, Ebola, other pandemics
Violence at Work incidents in which an employee is abused, threatened, or
assaulted in circumstances relating to work, includes harassment, bullying,

intimidation, physical threats, assaults, robberies. (usually arises from member of

the public, customers or strangers not other employees.)
How to Prevent Workplace Violence:
Identify Jobs with High Risk of Violence
Institute a Workplace Violence Policy
Create a Healthy Work Environment
Heighten Security Measures.
Provide Workplace Violence Training
Improve Employee Screening
Employee Wellness Programs:
A program that takes a proactive approach to employee health and well-being.
Benefits include:
Productivity: reduced absenteeism, distractions. Improved performance and skills.
Cost Reduction: reduced accidents, compensation claims, benefits costs.
Recruitment and Retention: improved retention, and employee engagement.
Profit: - reduced turnover costs, improved customer service / retention, improved
recruitment competitiveness.

Only 4% of work place accident is caused due to unsafe conditions most is

cause due to unsafe Acts. We need to focus on how to prevent unsafe acts.
Behaviour modification.