human resource management in your organization 200
TRANSCRIPT
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Welcome to
Managing Your HumanResources
What You Need to Know
February 2004
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A G E N D A
Your Human Resource Management Plan
Discussion
Retention linked to
Recruitment
Compensation
Training & Development
Retention
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Your Human Resource
Management Plan Your organization¶s
human resource strategies, initiatives and
activities should all be included in your Human Resource Management Plan.
It is this plan that will help you focus and
prioritize your HR activities.
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Is unique to the specific needs of your organization
Is directly aligned with your strategy /mission, and reflects your organization¶s values
Is focused on your key priorities
Builds on and connects each initiative
Is consistent with available resources
Is multi-year
Your Human Resource
Management Plan
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ORGANIZATION VALUES
ORGANIZATION STRATEGIC PLAN
Your HR Plan must
build
on your values
and
support
your
strategic plan
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The Holistic
Approach:Each component
of your HR planmust fit with
all other components,
employees, the
organization and the
community, in order
to be effective.
Your priorities will be
unique to YOUR organization
Human Resource Management Plan
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Fitting the Components Together
Retention
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Retention Starts With Recruitment Does the job description accurately reflect
job expectations? Are these reasonable?
Is total compensation consistent with
market? With the position expectations? Are there opportunities for development,
training & career advancement?
Will the employee be supported in the
role? Offered mentoring? Are organization values reflected in therecruitment process? (i.e. Merit principle,
Internal promotion, etc.)
Recruitment & Retention
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Recruitment & Retention
Is your process getting the results you
want? Does it attract desirable
candidates?
Are you retaining new hires?
The secret to a successful
recruitment is knowing exactly what
the position¶s key success factorsare«
And planning & designing the
interview process accordingly.
No Surprises!
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Key Success Factors
Education and Experience
Specific skills or training
Behavioural competencies
Job fit
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Key Success Factors
Education and Experience
The extent to which the candidate¶seducation and experience are
related to the positionrequirements
The education and experienceshould be relevant to the level of
the job
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Key Success Factors
Specific skills or training
The skills or training needed
to carry out the job
responsibilities successfully
Examples
Welder¶s certificate
Presentation skills
MS Office training
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Behavioural competencies are thosecritical to success in the role
Leadership
People
Management
Initiative
Commitment
Teamwork
Judgement
Flexibility
Interpersonal Skills Creativity
Problem Solving
Examples
Key Success Factors
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Is it busy or quiet?
Frequent interruptions?
Require overtime?
Travel? Shift work? A
car? Is it outdoors?
A common pitfall is assuming that the candidate
has the same understanding about the job as you
do«
Job fit is the extent to which the work andenvironment is satisfying to the candidate
Key Success Factors
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Understanding these Key Success
Factors will help you«
Connect the successfactors to the entireinterview process
Develop interviewquestions that will
obtain the informationyou need
Make an informedassessment
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Behaviour Based Interview Questions
This type of questioningtechnique is designed to:
Obtain past behavioural
information that can be usedto accurately predict futurebehaviour
Focus on the bona fide
job requirements
Eliminate hypotheticalquestions which generate
hypothetical answers
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Behaviour Based Interview Questions
Sample question starters«
Tell us about a time that you«. What was the
situation, your role and the result«
Give us an example of a time when you«
Describe a situation where you«
Tell us about your role in a situation that
required you to«
Using a specific example, tell us how you..
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The InterviewThe exchange of sufficient
information so that each party can
make an informed decision
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Attending a jobinterview is listed as
one of the topstresses in life.
It is the job of theinterviewer to
establish rapport &create a relaxed
environment that willsupport the open &candid exchange of
information
Building Rapport
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Compensation: Pay & Benefits
Is salary consistent with job
expectations?
Is the process for salaryincreases well understood &
communicated?
Are bonuses or incentives
appropriate for the role?
Are benefits offered? Are they
traditional or non-traditional?
Effective total compensation practices arecritical to your retention strategies:
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Are non-traditional benefitsappropriate as part of total
compensation?
Computer purchase plans, flextime, smoking cessation plans,
personal time off, sabbatical,
casual dress, µGet out of Work
Free coupons´, gymmemberships, free
coffee/drinks, etc.
Compensation: Pay & Benefits
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Other motivators:Control over own Work
Schedule (Work/ Life
Balance)Exposure to Decision-
Makers
Increased Responsibility
On-site Day Care
Compensation: Pay & Benefits
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Training & Development
In today¶s world, if training
and development
opportunities are not madeavailable to your
employees, you will lose
them.
Access to training and development has
become a fundamental expectation of today¶s
workforce.
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Training & Development
Learning agility, the abilityto rapidly learn and acquirenew skills, then effectively
apply those skills indifferent settings, is thehottest commodity your employee can offer you.
The Aboriginal community has a significant
advantage in this area, given the relative youth
of its growing workforce.
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Training & Development
Train for the current
role while developing for
the next. Use structured
mentorship programs to
ensure skill transfer
occurs. Develop, develop,
develop.