HRM- HRM refers to the management of people in organizations. It is responsible for ensuring that the organization attracts, retains, and engages the diverse talent required to meet the business needs. They have the primary responsibility for managing the workforce that drives organizational performance and success. Organizations are increasingly viewing the HR dept. as an equal partner in the strategic planning and execution. (environmental scanning)
Internal & external environmental influences – Internal: organization culture, organization climate and management practice; External: economic factors, labour market issues, demographic trends and increasing workforce diversity, technology, government, and globalization.
Discrimination - Ground of Jurisdictions prohibit discrimination: race and colour, sexual orientation, religion/creed, physical and mental disability, sex, age, and marital status.
Harassment – abuse of authority that undermines somone’s performance or threatens his or her career; written or verbal abuse or threats; sexual harassment; practical jokes that embarrass or insult someone; vandalism of personal property
Employment Equity – It occurs in 4 groups, women, aboriginal people, persons with disabilities and visible minorities. They had been subjected to different treatment by employers, such as lower pay on average, occupational segregation, higher rates of unemployment, under-employment, and glass ceiling.
Diversity Management – Activities designed to integrate all members of an organization’s multicultural workforce and use their diversity to enhance the firm’s effectiveness.
Demographic trends and increasing workforce diversity – demographics refer to the characteristics of the workforce, which include age, sex, marital status, and education level. Canada’s labour force is becoming increasingly diverse.
Job description and job requirement – A job description is a written statement of what the jobholder actually does, how he or she does it, and under what conditions the job is performed. Based on it, we can get the job requirement.
Methods for collecting job analysis data –interviews , questionnaires, direct observation, and participant logs.
Internal & external recruitment- Advantage of internal recruitment: employees see that competence is rewarded, thus enhancing commitment, morale and performance; Insiders may be more committee to company’s goals; managers have long time to evaluate and make decision; be safer to promote from within; Advantage of external recruitment: generation of a large pool of qualified candidates and a more diverse applicant; aquisiin of skills or knowledge not currently available within the organization; elimination of rivalry and competition caused by employees; potenal cost savngs resulting from hiring individuals who already have the skills
Private employment agencies & executive search firms – Private empl. Agencies: to provide assistance to employers seeking clearical staff, functional specialists, and technical employee; Executive search firms: to fill critical positions in a firm, usually middle- to senior-level professional and managerial employees.
Interview – Situational interviews focus on future behavior and behavioural interviews focus on past behavior. The successful candidates must fit with the strategic direction of the organization.Reference checking is a very important source of information about job candidates.
Common interviewing mistakes – poor planning, snap judgments, negative emphasis, halo effect, poor knowledge of the job, contrast error, influence of nonverbal behavior, telegraphing, too much/too little talking, similar-to-me bias
Friday, June 11, 2010
Generation Y Behaviour
• Constantly on the moving striving for more
Yers are looking for meaningful and challenging work and may take longer finding a job than members of previous generations.Gen Yers don't expect to stay in a job, or even a career, for too long.
• Multi-taskers at all times
They don't like to stay too long on any one assignment. This is a generation of multi-taskers, and they can juggle e-mail on their BlackBerrys while talking on cell phones while trolling online.
And they believe in their own self worth and value enough that they're not shy about trying to change the companies they work for. That compares somewhat with Gen X—a generation born from the mid-1960s to the late-1970s, known for its independent thinking, addiction to change, and emphasis on family
• Need to be kept stimulated
http://www.princetonone.com/news/PrincetonOne%20White%20Paper2.pdf
Typically, companies have performance management plan review point has a 30-day, 90-day, and one-year reviews point for fro new employees. After a year has passed, a single review per year is standard. These timelines can be too infrequent for Generational Y, as they desire more immediate feedback. Generation Y wants to know why they are doing work and how it contributes.
Managers should give Gen Yers interesting work, lots of feedback, chances to advances and rewards for good performance. In doing so, they can became a company’s best and most loyal employees.
• The push the limits in all directions
Gen Yers want to progress as quickly as they deserve and be given clear goals to reach the next level. The standard performance management program, in many ways, creates an artificial and arbitrary time constraint. Leaders must challenge the performance management status quo and make time for regular feedback.
• Continuous training and upgrading
Generation Y looks for the “why” behind the tasks they are asked to perform and can lose interest in menial responsibilities. They want diverse and meaningful office tasks and are happy with lateral moves within their companies, as long as they are able to gain new experiences.
Managers should learn about Generation Y’s values and person goals and then incorporate them into assignments. Leadership needs to offer this group challengers, teach it new skills and enlist its fresh perspectives. Put another way, Generation Y wants to know why they are doing work and how it contributes. By taking just a few minutes to explain the big¬ger picture, a leader will not only experience a more productive result, but also keep the em¬ployee engaged and motivated.
Another adjustment management needs to make is to be open to suggestions about the tasks they assign. As Generation Y members tackle new tasks, they are constantly thinking about how to do them better and faster. Generation Y is not locked into the mentality of “it has always been done this way.” If there is a more produc¬tive solution, Gen Yers will find it and expect to both share their findings and help implement the improvement. Leaders must make time to listen to these sug¬gestions.
• Keep with the times
Gen Yers like to find new, better and faster ways to do things, which is an attractive attribute in today’s office environment. They use e-mail, not “snail mail.” They do not drive to the mall and visit multiple stores in order to comparison shop. They go online, visit multiple Web sites and often make purchases in the time it takes to back the car out of the garage. They have information instantly at their fingertips via the Internet. Cable and satellite television have made hundreds of television stations available. Cell phones have connected them instantly to an array of friends. Technology has made Gen¬eration Y accustomed to getting what it needs quickly and easily.
Additionally, Generation Y is ambitious. Its members can envision a good quality of life, which is something they aspire to. This makes Gen Yers hard-driving and motivated when they accept and believe in a goal. They look forward to challenges, which make them motivated and confident workers.
Conclusion
Generation Y brings advanced degrees, techni¬cal skills, diversity, experience as a consumer and an appreciation of the world market to the workplace. Its members are ambitious, competi¬tive and have high self-esteem. These attributes make them highly motivated, independent and optimistic workers.
Generation Y presents a unique and exciting leadership challenge. Gen Yers are indisputably bright and talented, yet they think differently, have unique needs and require new manage¬ment styles. Leadership will have less room for error, as Generation Y has more freedom and job options than any other group in history.
Organizations able to see beyond the some¬times negative hype surrounding Generation Y should be excited to tap into the many talents this group can offer the workplace today and in the future.
Yers are looking for meaningful and challenging work and may take longer finding a job than members of previous generations.Gen Yers don't expect to stay in a job, or even a career, for too long.
• Multi-taskers at all times
They don't like to stay too long on any one assignment. This is a generation of multi-taskers, and they can juggle e-mail on their BlackBerrys while talking on cell phones while trolling online.
And they believe in their own self worth and value enough that they're not shy about trying to change the companies they work for. That compares somewhat with Gen X—a generation born from the mid-1960s to the late-1970s, known for its independent thinking, addiction to change, and emphasis on family
• Need to be kept stimulated
http://www.princetonone.com/news/PrincetonOne%20White%20Paper2.pdf
Typically, companies have performance management plan review point has a 30-day, 90-day, and one-year reviews point for fro new employees. After a year has passed, a single review per year is standard. These timelines can be too infrequent for Generational Y, as they desire more immediate feedback. Generation Y wants to know why they are doing work and how it contributes.
Managers should give Gen Yers interesting work, lots of feedback, chances to advances and rewards for good performance. In doing so, they can became a company’s best and most loyal employees.
• The push the limits in all directions
Gen Yers want to progress as quickly as they deserve and be given clear goals to reach the next level. The standard performance management program, in many ways, creates an artificial and arbitrary time constraint. Leaders must challenge the performance management status quo and make time for regular feedback.
• Continuous training and upgrading
Generation Y looks for the “why” behind the tasks they are asked to perform and can lose interest in menial responsibilities. They want diverse and meaningful office tasks and are happy with lateral moves within their companies, as long as they are able to gain new experiences.
Managers should learn about Generation Y’s values and person goals and then incorporate them into assignments. Leadership needs to offer this group challengers, teach it new skills and enlist its fresh perspectives. Put another way, Generation Y wants to know why they are doing work and how it contributes. By taking just a few minutes to explain the big¬ger picture, a leader will not only experience a more productive result, but also keep the em¬ployee engaged and motivated.
Another adjustment management needs to make is to be open to suggestions about the tasks they assign. As Generation Y members tackle new tasks, they are constantly thinking about how to do them better and faster. Generation Y is not locked into the mentality of “it has always been done this way.” If there is a more produc¬tive solution, Gen Yers will find it and expect to both share their findings and help implement the improvement. Leaders must make time to listen to these sug¬gestions.
• Keep with the times
Gen Yers like to find new, better and faster ways to do things, which is an attractive attribute in today’s office environment. They use e-mail, not “snail mail.” They do not drive to the mall and visit multiple stores in order to comparison shop. They go online, visit multiple Web sites and often make purchases in the time it takes to back the car out of the garage. They have information instantly at their fingertips via the Internet. Cable and satellite television have made hundreds of television stations available. Cell phones have connected them instantly to an array of friends. Technology has made Gen¬eration Y accustomed to getting what it needs quickly and easily.
Additionally, Generation Y is ambitious. Its members can envision a good quality of life, which is something they aspire to. This makes Gen Yers hard-driving and motivated when they accept and believe in a goal. They look forward to challenges, which make them motivated and confident workers.
Conclusion
Generation Y brings advanced degrees, techni¬cal skills, diversity, experience as a consumer and an appreciation of the world market to the workplace. Its members are ambitious, competi¬tive and have high self-esteem. These attributes make them highly motivated, independent and optimistic workers.
Generation Y presents a unique and exciting leadership challenge. Gen Yers are indisputably bright and talented, yet they think differently, have unique needs and require new manage¬ment styles. Leadership will have less room for error, as Generation Y has more freedom and job options than any other group in history.
Organizations able to see beyond the some¬times negative hype surrounding Generation Y should be excited to tap into the many talents this group can offer the workplace today and in the future.
Monday, March 15, 2010
Three Main Characteristics of Services
Customization, unstorability, and intangibility are three main characteristics of services. Three services I picked from real life are watching the opening ceremony for 2010 Winter Olympic game, physical check or bill payment through a bank website.
The first characteristic of customization means customers usually highly participate in these service processes. It means customers judge the quality of the services as the services are provided. Different customers might have different judgment on the same service. The reason might be that different people have different expectation and requirements on the same service. For example, many audiences think the 2010 Winter Olympic opening ceremony is wonderful; however, some people don’t think so.
The second characteristic of unstorability means that services cannot be stored as physical inventory of goods. For example, the doctor will cancel the physical check if you are not in the clinic on time. You have to make another appointment for your medical examination.
The third characteristic is intangible. It means that services cannot be seen or touched, but they can be experienced. For example, when paying bills through a bank website, the service you can get is to pay your bill conveniently and quickly without going to the counter of bank by yourself.
These three characteristics influence the way of service delivery to customers by service companies. By understanding these characteristics, organizations can better select the appropriate mix of service and goods to meet customer needs and create most effective operating systems to deliver services and provide merchandises.
The first characteristic of customization means customers usually highly participate in these service processes. It means customers judge the quality of the services as the services are provided. Different customers might have different judgment on the same service. The reason might be that different people have different expectation and requirements on the same service. For example, many audiences think the 2010 Winter Olympic opening ceremony is wonderful; however, some people don’t think so.
The second characteristic of unstorability means that services cannot be stored as physical inventory of goods. For example, the doctor will cancel the physical check if you are not in the clinic on time. You have to make another appointment for your medical examination.
The third characteristic is intangible. It means that services cannot be seen or touched, but they can be experienced. For example, when paying bills through a bank website, the service you can get is to pay your bill conveniently and quickly without going to the counter of bank by yourself.
These three characteristics influence the way of service delivery to customers by service companies. By understanding these characteristics, organizations can better select the appropriate mix of service and goods to meet customer needs and create most effective operating systems to deliver services and provide merchandises.
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