small business management chapter 11 human resources management sf hardware family casefamily case...
TRANSCRIPT
SMALL BUSINESS MANAGEMENT
Chapter 11Human Resources Management
SF Hardware
Family case
Family CaseCali Restaurant
Boxes R US
Complexities of managing family within your business.
SBM problems in a family-owned business are unique One way to obtain objective control in a family-owned
business is to hire an outsider to manage the day-to-day operations
Some family-owned businesses are plagued with high turnover among their nonfamily executives.
key employees leave because promotions are closed to them because they see relatives being promoted instead.
making sure that hiring standards are consistent across employees and that there are clear boundaries for each position. Policies should be communicated to all employees.
Human Resources Management and the Small Business
Planning Hiring Management
Planning for Human Resources
Determine Personnel Requirements Set Organization Structure
Report to one person Similar functions grouped together Limit span of control
Prepare Job Descriptions Develop Personnel Policies
job descriptions, working conditions, holidays and leaves, remuneration and pay, employee benefits, grievance procedure
The Hiring Process
Sources of Employees from within, other businesses, employee
referrals, advertising, employment agencies, educational institutions
The Screening Process Application form, the employment
interview, checking references, tests
Notification of the Hiring Decision
Personnel Management
The Introduction Period The first week
The Probationary Period Training
On-the-job training, formal classroom training
Cali Restaurant
Personnel Management
The Owner-Manager as Personnel Manager Leadership Style Time Management
Recognize the Importance of Time Re-examine and Clarify Priorities Analyze Present Time-Consuming Activities Implement Time Management Principles
Personnel Management
Motivation and Loyalty working conditions , employee needs
Paying employees Fringe benefits
job rotation, job sharing, working from home, flexible hours, employee suggestion systems
Controlling and Evaluating Performance pinpoint, record, involve, coach, evaluate
Boxes are us
Handling Grievances
implement a method for expression grievances
assure that concerns will not affect relationships
minimal red tape
offer alternative methods for concerns (suggestion box)
Terminating employment
A Laundromat employee with a known history of drug use, extreme violence, and sexual offenses assaulted a female customer. The employer was liable for negligent retention because it was reasonable for the employer to know that a customer using the Laundromat at night might be in danger in the presence of an employee with such a history.
What to Do at a Termination Meeting
The actual termination meeting should last 10 to 15 minutes
Prepare what you will say ahead of time. Give an adequate reason for the discharge. Seek out the employee's explanation or
interpretation of events. Make it clear that the decision is final. Briefly run through the benefits. Explain your job reference policy. Collect what's yours from the employee.
Terminating an employee
Preserving the Employee's Dignity natural for a person being fired to feel resentment
toward you and your business-- minimize it
not good for your business reputation to have ex-employees bad-mouthing you all over town
possibility that you might be sued by a disgruntled ex-employee
times when fired employees become so distraught that they threaten to harm (or actually do harm) their former boss, coworkers or the business
Handling Grievances (cont.)
unionization and the small business Labor Relations Act
deals with wages , benefits and working conditions
bargain in good faith no discrimination for participation binding terms and conditions interpretations resolved by an arbitrator
Business Plann Checklist
What major human resource issues does your business face, and how does your plan address these issues?
Have you included an employment schedule and wage costs in the appendix of your business plan?
Have you allowed for benefits in your labour plan?
Do you have job descriptions in place and plans to conduct annual performance appraisals?
Do your wage rates fit within the industry norms?
Outline your leadership style and your strengths and weaknesses.
How might a “virtual organization” work for you?
If you are starting out, at what point will you add a second or third person?
Personnel Management
Government Requirements and Assistance Federal Government
job entry program skill shortage and skill investment programs job development program innovation programs community future programs
Personnel Management
Provincial Government job discrimination pay and employment equity working conditions and compensation employment standards employment safety and health workers’ compensation wage subsidy programs provincial training programs
Personnel Management
Municipal Government licensing zoning operation hours property taxes building codes
Personnel Management
Recordkeeping for Employers Employee Remittance Number Payroll Book Monthly Remittance Year-End Statements
Contract Employees
Appendices
Interview Guide for a Small Business Labour Legislation Jurisdiction Provincial Labour Departments