Human Resources - The Employment Process

Human Resources

• A department which addresses the needs of the workforce
• Organisational effectiveness depends heavily on how well human resources are utilised
• Companies employing progressive and creative HR practices tend to enjoy longer term success - Greater profitability, employee satisfaction, and positive socital perception
• Progression & creative HR strategies can enhance job satisfaction and create a more diverse workplace
• In smaller organisations, the manager, director or sole entrepreneur assumes the role of HR director
• Larger orgnanisations tend to have departments to deal with personal concerns

Managing the Workforce - Soceital Factors Impacting

• Economic Climate
• Technology
• Competition (Foreign & Domestic)
• Trends (Industry & Societal)
• Social Legislation (Federal Laws - DACA, Visas)
• Certification & Licensure
• Industry Mandates
• Automation

Human Resources Management

• The practice employers use to recruit, develop, reward, maintain assess, and mange individuals and the group
• The HR Department's mission is to:
• To fulfil the company work force needs
• Achieve organisational objectives by designing and implementing various activities to address the needs, interests and welfare of the work force
• The goal of human resources is to create an effective, productive, and satisfied workforce
• HR Planning & Strategising
• To systematically forecast and anticipate the future supply societal trends and demands of employees

Strategic Planning

• Proactive strategic long-term and short-term planning - this is necessary to anticipate company and workforce demands
• Situational Audits
• A systematic approach to determine future HR needs and the availability of viable resources
• Must be periodically assessed
• HR/VPs must be cognisant of situational factors that may impact the company
• Cannot be stagnant due to unpredictability of society

2 Components of Situational Audits

• Environmental Analysis
• Examines environmental issues that may impact the sport organisation and its workforce. New laws, technology, politics and industry trends must be considered
• Organisational Analysis
• Undertaken to sure company goals and objectives are being met
• Organisational goals and well as work force numbers and demands must be compatible
• Helps determine whether organisation is positioned to address future trends

Job Analysis

• May be conducted by HR Manager and involved the obtaining of information about jobs, or a particular job.
• Involves the creation of a job description - job descriptions denote duties, resposnsbilities, requisite training and expected level of performance
• The job analysis process is vital in determining the viability of a candidate, a specific position, salary negotiation, and basic union/management or labor issues
• Projecting & anticipating work force
• Must anticipate staff needs based on various factors: Business/industry growth, sport organisation growth, employee demands, organisational goals, industry trends
• Balancing supply and demand is important to maintain stability

Workforce Downsizing Techniques

• When personnel supply exceeds demand of work force
• Techniques:
• Hiring Freeze - Temporarily not hire
• Furlough - Lay people off temporarily with the view of bringing them back
• Severance or Severance packages
• Company-Assisted Relocation
• RIF (Reduction in force)
• Tact, decorum and ethics are essential as the organisations image and reputation can be affected by downsizing

The Employment Process

• Requisite Roles: Recruitment, selection, orientation, and staff training are traditional responsibilities of HR department. Other major responsiblities include conflict resolution, progressive discipline, and employee termination
• Multiple Employee Recruitment Strategies:
• College Job Fairs
• Newspapers, Journals, Internet Sites
• Industry conference and trade magazines
• Internal search memorandums and bulletins
• Professional employment agencies
• Selection Methods
• Applications - These are legally binding!
• Tests & Inventories
• CV, Resumes, Porfolios - Not legally binding!
• References
• Academic Degree(s)
• Certifications and or licensure
• Professional experiences

things to remember when employing...

• Employ the most reliable and valid instrument as possible to determine candidate validity
• Certain questions or information cannot be address - religion, marital status, sexual preference, physical disability limitations, age (Make sure job offer is contingent upon background check so not sued for age discrimination)
• Orientation programs as well as on-going training development activities - can enhance skillset etc.
• Performance appraisals are used to assess employee work for general feedback, salary increases, and overall organisational efficiency
• Employ incentive packages and/or programs judiciously
• Be wary of interviews

HR Issues

• Employee Stress
• Substance Abuse
• Unhealthy Lifestyles
• High Risk Behaviours
• Criminal Background
• Marital Problems
• Employee-employee conflict
• Social Media
• Safeguards:
• Equal Employment Opportunity Laws
• Affirmative Action Laws
• Sexual Harassment Laws
• ADA
• Random Drug Testing
• Family Medical Leave Laws
• Progressive Discipline Guidelines