MODULE 1 - DEFINITION AND SCOPE OF HUMAN

RESOURCE MANAGEMENT It is important to know that people will always

be one of the company’s valuable assets. Hence, it is
essential for employees to understand HR
management so they may gain a better understanding
Now let us discuss the milestones in the development of their rights and privileges as thinking, feeling, and
of HRM. doing individuals in an organization. Thus, studying HR
management can provide supervisors and leaders a
Frederick W. Taylor pioneered the study of scientific competitive edge, especially in the aspect of
management and eventually became known as the recruitment. (Lauron, Doris P., 2019)
father of scientific management. His work played a
very important role in the advancement of the people Let us move on to the next topic which is about
function in the early 1900s. the significant features of HRM.

As Taylor was starting with his concepts about According to V. P. Michael, the feature of the
scientific management, other proponents were also human resource management is to “reflect a new
employing related principles of psychology in philosophy, a new outlook, approach and strategy,
recruiting, selecting, training, and developing workers. which views an organization’s manpower as its
resources and assets and not as liabilities or mere
Moreover, the significant historical breakthroughs in hands”. Thus, human resource or manpower is
HRM development was identified. These are (1) considered today to be the vital resource to develop
Scientific Management, (2) Industrial Psychology, (3) the organization.
Hawthorne studies, (4) Birth of Union Membership, (5)
Equal Employment Opportunity (EEO), (6) Labor force, Human Resource Management is a
globalization and strategic HRM function. (Lauron, continuing process of managing people and their
Doris P., 2019) activities at work while squeezing out the best potential
from them so they become productive individuals.
The Hawthorne Studies, which were conducted in the Some of the important features of HRM are:
1920s and 1930s at Western Electric, sparked an
increased emphasis on the social and informal aspects 1. It is prevalent in nature
of the workplace. Interpretations of the studies 2. It is dynamic
emphasized "human relations" and the link between 3. It is individually-oriented
worker satisfaction and productivity. 4. It is employee-oriented
5. It is forward-looking
For further reading about the milestones in the 6. It is growth-oriented
development of HRM, kindly search this link:
http://www.whatishumanresource.com/historical- The next topic that we’ll discuss is to determine the
milestones-in-hrm-development difference between Personnel Management and
Human Resource Management.
Importance of Studying Human Resource
Management In an organization, a group of people (employers and
employees) work together with a common motive i.e.
The organization is made up of people. The main goal to achieve their organizational goal, which is only
of any organization is to provide goods and services possible when efforts of all the people in the
effectively. It is the people who are linked in a formal organization are efficiently managed.
structure and managerial leadership. People are vital
to an effective personnel management program. The Personnel management is an administrative function
development of an effective organization hinges on the which exists in an organization to ensure right
proper selection, development, and utilization, personnel at right organizational activity. It is a
rewarding, and maintaining capable people (Ferrer, traditional approach of managing employees which
et.al., 2015). focuses on adherence to policies and rules of
organization. On the other hand,
For further reading about the importance of Human resource management is a modern approach
HRM, read the whole chapter 1 of Human Resource of managing people at workplace which focuses on
management Principles and Practices or log on to acquisition, development, utilization and maintenance
https://study.com/academy/course/human-resource- of human resource. It combines physical energies and
management their strengths with human competencies. In simple
words, human resource management can be referred "SEC. 5. Equal Opportunity for Employment. –
as the policy which ensures right quality and quantity No person with disability shall be denied access to
of human resource in the organization. Like personnel opportunities for suitable employment. A qualified
management, human resource management is also employee with disability shall be subject to the same
concerned with planning, job analysis, recruitment and terms and conditions of employment and the same
selection, hiring and socialization, training, compensation, privileges, benefits, fringe benefits,
performance appraisal, rewarding, and compensation incentives or allowances as a qualified able bodied
management. person.

Personnel management is conventional and During recruitment, firms should be cautious

concentrates on supervisory administration of people. not to infringe anti-discrimination laws. The goal of
Human resource management is a non-stop function these laws is to make certain that an individual who
directed at developing the potentials of employees. It is seeks employment is equal chances to vie for it.
the effective supervision and management of
employees’ capabilities and other attributes. Every employment opportunity seeks to
guarantee that anyone, despite his age, color, diability,
sex, religion, national origin or race has an equal
SUMMARY
chance of employment based on his or her
 Human resource management is the organizational
qualifications inventory. Affirmative action goes beyond
function of handling and managing one of the most
equal employment opportunity by compelling
valuable assets of the organization.
employers to take certain steps to provide those in the
 Human resource management is composed of
protected group fair chance for employment. (Lauron,
various HR practices that aid the firm in
Doris P., 2019)
successfully and reasonably leading its people in
their journey during the three stages of the
The next topic will be about Sexual Harassment
employment cycle.
Anti-Sexual Harassment Act, 1995 -
 Human resource management encompasses a Philippines
wide range of basic business ideas that includes
recruitment, selection, training and development, All forms of sexual harassment in employment,
appraisal of performance, compensation and education or training environment are declared
benefits administration, and other productivity unlawful (Section 2). Section 3 defines sexual
improvement programs. harassment as a request for sexual favor, accepted or
 Frederick Taylor pioneered the study of scientific not, from an employer, employee, manager, teacher,
management and eventually became known as the instructor, professor, coach, trainer or other persons
father of scientific management. who have authority, influence or moral ascendancy
 Personnel refers to the people manning the over another.
organization and managing these people is referred
to as personnel management. Human resource Sexual harassment is committed when such a
management is a non-stop function directed at favor is demanded in return for employment or
developing the potentials of employees. promotion, or if the refusal to grant such a favor results
 Human resource management makes decisions in the impairment of an employees’ rights, privileges or
about human resource development (HRD) plans, employment opportunities.
while HRD depends on the decisions of HRM.
It is unlawful to harass a person (an applicant
or employee) because of that person's sex.
MODULE 2 - EQUAL EMPLOYMENT OPPORTUNITY Harassment can include "sexual harassment" or
(EEQ) AND THE LAW unwelcome sexual advances, requests for sexual
favors, and other verbal or physical harassment of a
Let us start with Employment Discrimination.
sexual nature.

Employment Discrimination is the unjust or

Harassment does not have to be of a sexual
prejudicial treatment of different categories of people
nature, however, and can include offensive remarks
or thing especially on the basis of their age, race,
about a person's sex. For example, it is illegal to
gender, and religious beliefs.
harass a woman by making offensive comments about
women in general.
Section 5 of Republic Act No. 7277, as amended, is
hereby amended to read as follows:
Both victim and the harasser can be either a
woman or a man, and the victim and harasser can be
the same sex. Job analysis is a methodical way of collecting,
interpreting, and storing information about
Although the law doesn't prohibit simple specific jobs. This information will help identify
teasing, offhand comments, or isolated incidents that the content of the work as well as the worker
are not very serious, harassment is illegal when it is so requirements needed to perform the job.
frequent or severe that it creates a hostile or offensive
work environment or when it results in an adverse 2. The Hiring Stage
employment decision (such as the victim being fired or This stage comprises recruitment and
demoted). selection practices. It deals with policies and
procedures used by organizations to fill an
The harasser can be the victim's supervisor, a open position due to resignation, retirement,
supervisor in another area, a co-worker, or someone job abandonment, promotion, or transfer.
who is not an employee of the employer, such as a Recruitment serves as a tool to locate and
client or customer. (https://www.eeoc.gov/sexual- entice job seekers who are eligible for the job.
harassment) This could be internal or external source of
recruitment. On the other hand, selection is
choosing the best and the most qualified
SUMMARY candidate from the pool of applicants.

 Employment discrimination is the unjust or 3. The Post-Hiring Stage

prejudicial treatment of different categories of
people or thing on the basis of their age, race, The aim of this stage is to implement
gender, and religion. HRM practices that will improve and sustain
 During recruitment, firms should be cautious not to employee work performance level. This
infringe anti-discrimination laws. The purpose of include the following:
these laws is to make certain that any individual a. training and development
who wishes to seek employment must be given a b. performance appraisal
fair chance to pursue it. c. compensation and benefits
 Sexual harassment comes in two types: (a) quid d. employee safety and health
pro quo which happens when a manager demands e. separation
sexual intimacy from a subordinate in exchange for
employment (b) hostile environment; and that can The ELC model is based on the idea that companies
take place when unsolicited criticisms and actions should design the employee experience as carefully as
interfere with the employees’ performance and well- their customer’s experience. Thus the reason why the
being or have created a disrespectful or insulting ELC resembles -to some degree – the customer
work environment. journey.

“Employee engagement should be a mindset,

MODULE 3 - THE STAGES OF THE EMPLOYMENT not a program that starts and stops when morale is
CYCLE low. Unfortunately, many large organizations don’t
have a true pulse on the value of their engagement.
There are three stages of the employment cycle: They need to effectively turn engagement data into
meaningful intelligence at the department and
1. The Pre-Hiring Stage individual manager level to help employees recognize
This stage includes two important their contributions to the business.”
HRM practices, namely, human resource Scott Ahlstrand, Right Management’s Global Practice
planning (HRP) and job analysis. These Leader for Employee Engagement (Manpower)
practices set the foundation for other HRM
practices. If your business continues to have escalated
disputes, it may be time to review your employee
Let us now define the two HRM practices management capability and systems and the below
under this stage. outline may assist in that determination.

HRP is the process of systematically reviewing  Like many other areas of life and business,
human resource requirements to ensure that people and employees have a unique life
the number of employees matches the cycle.
required skills.  The employment cycle involves the stages
employees go through and the role HR or
 similar support takes on during those stages.  Job analysis is a methodical way of collecting,
 Each stage of the employee cycle has its own interpreting, and storing information about
challenges, opportunities, and benefits. For specific jobs. This information will help identify
instance, if your small business is experiencing the content of the work as well as the worker
excessive employee turnover, it’s likely that requirements needed to perform the job.
the Motivation stage of the employee cycle  The post-hiring stage aims to implement HRM
needs attention. If an employee’s skills aren’t practices that will improve employees’ wrok
improving, you will want to address the performance level.
Evaluation stage.  Human resource management is not just about
 When there’s a breakdown at any stage of the recruitment, selection, and compensation. It is
cycle, you need to take the necessary steps to also concerned with the social, economic, and
correct the problem so both your employees technological consequences that are beyond
and your business continues to grow. the control of organizations.
The next topic will be about the Current Trends in  There are emerging trends affecting HRM
HRM. such as workplace cultural diversity,
“repurposing” human capital, reinventing talent
acquisition, HR analytics, artificial intelligence,
Modern business is facing the rapid and unrelenting globalization, and work arrangement trends.
growth of artificial intelligence, and the majority of
respondent companies in the 2019 Deloitte Global
Human Capital Trends survey report that not only do MODULE 4 - CURRENT TRENDS IN HUMAN
they need to rethink their capabilities to learn, but they RESOURCE MANAGEMENT AND
also need to reinvent their workforce experience to ORGANIZATIONAL ETHICS
enhance efficiency and reconsider how they develop
leaders. These are shifts that need to be explored to 7 HR TRENDS FOR 2023
avoid HR process stagnation, so let’s dive into more of According to Dave Millner, Founder and Consulting
the latest in human resources management. Partner at HR Curator, "This is an exciting time to
be in HR and if challenge, innovation, change and
personal growth are of interest to you, then stick
around."
Human resource management is not just about
recruitment, selection, and compensation. Situations
and other consequences outside the control of an
organization could have widespread influence on
1. SETTING THE HYBRID WORK MODEL FOR
various HRM practices.
COLLABORATION
With things getting back on track, the
workplace is evolving into a more suitable
Here are some factors that may have greater approach for its employees and their
influence on HRM practices: productivity the hybrid work model. It's an
employee-centric flexible work model that
includes a mix of in-office and remote work.
1. Workplace cultural diversity
2. “Repurposing” Your Human Capital
3. Using technology to recruit
4. Reinventing Talent Acquisition
5. HR Analytics
6. Artificial Intelligence
7. Tremendous growth of part-time and temporary
employees
8. Globalization
9. Work from home trend

SUMMARY

 The pre-hiring stage includes two important

HRM practices: human resource planning and
job analysis.
Some major companies which hopped on the hybrid
work bandwagon include Ford, HubSpot, Microsoft, goals, processes or technologies. It aims to implement
Infosys, Siemens and Amazon, to name a few. efficient strategies to execute changes, controlling
According to a report, "74% of U.S. companies are them and helping people to adapt to them with minimal
using or planning to implement a permanent hybrid hindrances. So, while you're strategizing for change
work model." With more and more companies opting management in your organization, here are some
for this approach, it's clear the hybrid work model will factors to consider.
be a key element in the future of human resources.
CHANGE MANAGEMENT STRATEGY
2. "HUMAN" LEADERSHIP CONSIDERATIONS
A recent HBR article about the distinction between Digital adoption platforms to implement Change
managers and leaders quotes, "CEOs need to Managers and early adopters as change Agents
manage, not just lead. Middle 'managers' need the Change as a part of company culture Data-driven
skills of leaderships, too." Now more than ever, approach to change management Humanized changes
following the shifts that the workplace has seen, the A Forbes advisor article by Dana Miranda discusses
importance of an effective leader and manager has the following principles of change management by
grown by leaps and bounds. The current scenario Harvard Business School professor John Kotter: "Get
demands empathetic, adaptive and authentic leaders representatives from across your organization involved
for their employees. at every stage of a change process – from identifying
challenges and planning improvements to
implementation and reflection.
3. WORKING IN THE METAVERSE
With technological advances, the metaverse workplace 5. THE TRANSITION FROM EMPLOYEE
is on a quick path to becoming an everyday reality. But WELL-BEING TO HEALTHY ORGANIZATION
how does that work? The metaverse workplace offers The past couple of years finally witnessed employee
virtual reality environments that let you work in a mental health and well-being getting their due focus at
customized immersive space from anywhere in the the workplace. A recent study by the McKinsey Health
world. Institute found that one in four employees globally
report experiencing symptoms of burnout. Moreover,
the study highlighted a 22% gap between employer
and employee perceptions of well-being at work and
identified a strong correlation between toxic work
cultures and burnout.

PHYSICAL HEALTH MENTAL WELL-BEING

FINANCIAL FITNESS SOCIAL HEALTH AND
COMMUNITY SERVICE SAFE WORKPLACE
HEALTHY CULTURE
providing more flexibility and opportunities for their
training and empowerment. The healthy Organization
framework includes the following elements.

THE HEALTHY ORGANIZATIONS

It's safe to say that a Healthy Organization would be a
welcome trend for better productivity and greater
Within the metaverse, we create digital workstations so employees satisfaction, leading to employee retention.
employees can do their work independently. It also
allows interactions and reallife experiences via digital 6. A SURGE IN MONITORING THE
avatars. So, which companies have jumped the EMPLOYEES
metaverse bandwagon? A recent CNBC report lists With the growing number of hybrid workers, managers
Meta, Apple, Google and Microsoft as investing in the are often unable to scrutinize every single employee
internet's next big frontier. and their work. The lack of personal interaction led to a
surge in employee monitoring techniques that gave
birth to yet another set of trends in HRM. Keeping track
4. CHANGE MANAGEMENT of work and performance, attendance, and leaves, are
What has the past few years taught us about dealing just a portion of employee monitoring practices.
with unforeseen circumstances at the workplace? The
answer is change management. Change management 7. AUGMENTING THE HIRING PROCESSES
systematically deals with changes in an organization's Yet another perk that can be considered as a part of
trends in HRM are chatbots. With their assistance, process by identifying the job family, job duties and
employers can now manage to select quality tasks of related work. For example:
candidates for relevant positions out of the ample
talent pools  Job family. Grouping of related jobs with
available. Functions such as resume screening choose broadly similar content.
explicit candidate profiles, subsequently ensuing in
higher work performance and enhanced productivity.  Job. Group of tasks, duties and responsibilities
Solutions such as an Applicant Tracking Software are an individual performs that make up his or her
one of the latest trends in HRM today. An ATS total work assignment.
streamlines the entire hiring process from job posting
to onboarding and much more. Integrations with job  Task. A specific statement of what a person
boards is yet another trends in HRM that posts jobs on does, with similar tasks grouped into a task
multiple websites with a single click. dimension (i.e., a classification system).

A technical service job family, for example, could be

MODULE 5 – JOB ANALYSIS identified as follows:

“… Job analysis is the process of studying a job to  Job family. Technical Service.
determine which activities and responsibilities it
includes, its relative importance to other jobs, the  Job. Technical service representative.
qualifications necessary for performance of the job and
the conditions under which the work is performed. An  Task. Provides technical support to customers
important concept in job analysis is that the job, not the by telephone.
person doing the job, is assessed, even though human
resources (HR) may collect some job analysis data Job Analysis Methods
from incumbents.”
Determining which tasks employees perform is not
Examples of how an organization may use job analysis easy. The most effective technique when collecting
data: information for a job analysis is to obtain information
through direct observation as well as from the most
 Workforce planning. qualified incumbent(s) via questionnaires or interviews.
 Performance management. The following describes the most common job analysis
 Recruitment and selection. methods.
 Career and succession planning.
 Training and development. o Open-ended questionnaire
 Compensation administration.
 Health, safety and security. Job incumbents and/or managers fill out
 Employee/labor relations. questionnaires about the KSAs necessary for the job.
 Risk management. HR compiles the answers and publishes a composite
statement of job requirements. This method produces
Information Collection reasonable job requirements with input from
employees and managers and helps analyze many
Job analysis involves collecting information on jobs with limited resources. Kindly see the Job
characteristics that differentiate jobs. The following Analysis Questionnaire at this website,
factors help make distinctions between jobs: https://www.shrm.org/resourcesandtools/tools-and-
samples/hr-forms/pages/cms_001973.aspx as well as
 Knowledge, skills and abilities (KSAs) needed. the Job Analysis Template
 Work activities and behaviors. https://www.shrm.org/resourcesandtools/tools-and-
 Interactions with others (internal and external). samples/hr-forms/pages/jobanalysisform.aspx
 Performance standards.
 Financial budgeting and impact.
 Machines and equipment used. o Highly structured questionnaire
 Working conditions.
 Supervision provided and received. These questionnaires allow only specific responses
aimed at determining the frequency with which specific
If an employer has not already done so, grouping jobs tasks are performed, their relative importance and the
with related functions is helpful in the job analysis skills required. The structured questionnaire is helpful
to define a job objectively, which also enables analysis descriptive phrases for clarity.
with computer models. You may see the Generic
Questionnaires at this link:  HR rates the competencies, and panel
https://www.onetcenter.org/questionnaires.html members identify KSAs required to meet them.

 HR identifies performance standards for each

o Interview job. The organization must develop and
implement selection, screening, training and
In a face-to-face interview, the interviewer obtains compensation instruments, or processes that
the necessary information from the employee about focus on competencies.
the KSAs needed to perform the job. The interviewer
uses predetermined questions, with additional follow- Use of Job Analysis Data
up questions based on the employee's response. This
method works well for professional jobs.  Job descriptions and specifications

o Observation HR uses the job analysis output to develop a job

description and job specifications. The job description
Employees are directly observed performing job summarizes and organizes the information for the
tasks, and observations are translated into the organization's job-related actions. Generally, the job
necessary KSAs for the job. Observation provides a description and specifications are combined but
realistic view of the job's daily tasks and activities and compartmentalized to enable independent updating as
works best for short-cycle production jobs. needed.

o Work diary or log  Compensation decisions

A work diary or log is a record maintained by the In relation to employee pay practices, job analysis
employee and includes the frequency and timing of has two critical uses: It establishes similarities and
tasks. The employee keeps logs over a period of days differences in job content, and it helps determine the
or weeks. HR analyzes the logs, identifies patterns and internal equity and relative worth of like jobs. If jobs
translates them into duties and responsibilities. This have equal content, then the pay established for them
method provides an enormous amount of data, but will likely be equal. If, on the other hand, job content is
much of it is difficult to interpret, may not be job-related perceptibly different, then those differences, along with
and is difficult to keep up-to-date. the market rates, will become part of the rationale for
paying certain jobs differently.
o Behavioral event interview
 Selection assessments
 Behavioral event interviewing, a competency-
based job analysis, differs from the traditional Job analysis information can also be used as a
job analysis, which focuses solely on the basis for selecting or developing employment
evaluation of tasks, duties and responsibilities. assessments that measure the most critical tasks or
In behavioral event interviewing: KSAs. Some assessments involve work samples that
simulate job tasks and require candidates to
 A team of senior managers identifies future demonstrate that they can perform these tasks
performance areas critical to the organization's effectively. HR uses job-oriented or task-based job
business and strategic plans. analysis data as a basis for developing these types of
assessments because they focus directly on assessing
 HR assembles panels composed of individuals how well job candidates can perform critical work
who are knowledgeable about the tasks. Other assessment methods focus on measuring
organization's jobs (i.e., subject matter KSAs that are required to perform job tasks effectively,
experts). These groups may be employees, such as various mental abilities, physical abilities or
managers, supervisors, trainers and others. personality traits, depending on the job's requirements.

 A facilitator interviews panel members to

obtain examples of job behaviors and actual Let us now discuss the Flexible Work Arrangements.
occurrences on the jobs.
1. Schedule Flexibility
 The facilitator develops detailed descriptions of
each identified competency, including There are several types of schedule flexibility:
 shift" in India. Despite its extensive use in certain
 Flextime. environments, shift work poses some practical
 Compressed workweek. challenges for some employers.
 Shift work.
 Part-time schedules.  Part-time jobs
 Job-sharing.
Part-time jobs are the most traditional of flexible
Not all types are manageable or worthwhile for all scheduling options. This option is typically used when
sizes and types of organizations, so every employer a job requires fewer than 40 hours of work per week.
considering this arrangement should undertake an Part-time work can be used to attract a workforce that
organizational assessment to determine whether and includes students, parents of young children, older
what kind of flexible scheduling will meet its needs. workers and others who need or want to work but do
not wish to work a full-time schedule. Although more
commonly associated with jobs in retail and food
 Flextime service, some employers do have part-time
professional employees. Part-time work can help
Flextime is a type of alternative schedule that gives a organizations retain professionals who otherwise
worker greater latitude in choosing his or her particular would be lost.
hours of work, or freedom to change work schedules
from one week to the next depending on the  Job-sharing
employee's personal needs. Under a flextime
arrangement, an employee might be required to work a Job-sharing is the practice of having two different
standard number of core hours within a specified employees performing the tasks of one full-time
period, allowing the employee greater flexibility in position. Each of the job-sharing partners works a part-
starting and ending times. time schedule, but together they are accountable for
the duties of one full-time position. Typically, they
 Compressed workweek divide the responsibilities in a manner that meets both
of their needs as well as those of the employer. The
Compressed workweek is an alternative scheduling practice allows for part-time schedules in positions that
method that allows employees to work a standard the employer would not otherwise offer on a part-time
workweek of 40 hours over a period of fewer than five basis. It requires a high degree of compatibility,
days in one week or 10 days in two weeks. For communication and cooperation between the job-
example, some employers implement a four-day sharing partners and with their supervisor.
workweek of 10-hour days. Employers get the same
number of working hours, but employees have a three- Like part-time jobs, job-sharing arrangements may
day weekend every week. Another approach is the appeal particularly to students, parents of young
9/80 schedule, in which employees work 80 hours in children and employees nearing retirement, helping
nine days and have one day off every other week. them balance careers with other needs. For
Among other demographics, employees whose family employers, the practice may include retention of skilled
status involves child care or elder care responsibilities employees, increased employee loyalty and
may find a compressed workweek to be of particular productivity, and a measure of flexibility that can occur
value. Employees save time and commuting expenses when two people fill one job slot.
by reporting for duty on fewer days. Employers that
convert their entire operation to a four-day workweek  Location Flexibility
may save on the cost of utilities and other overhead.
Location flexibility refers to arrangements that make it
 Shift work possible for employees to work remotely from the main
worksite. There are several types of location flexibility.
Shift work has traditionally been used in manufacturing Telecommuting is the most common. Other practices
environments to maximize productivity from fixed include hoteling and so-called snowbird programs.
resources and costs. More recently, shift work has
become a feature of the 24/7 service economy and a  Telecommuting
byproduct of globalization. For example, supermarkets
and computer help desks are now typically open 24 Telecommuting, also known as telework, involves the
hours a day, seven days a week. Nowadays, a use of computers and telecommunications technology
computer user calling for technical support during to overcome the constraints of location or time on
regular U.S. business hours is likely to end up work. In a global economy, physical location has
speaking with a technician working the "graveyard become less important than efficiency of operations.
Telework may occur from home, a telework center, or From the employer's standpoint, downsides or extra
on an airplane or bus. effort associated with telecommuting might include:

Telework is best suited for jobs that require  Establishing set expectations, trust and unique
independent work, little face-to-face interaction, methods of evaluation to lead from a distance.
concentration, a measurable work product and output-  The need to adopt strategies and procedures
based (instead of time-based) monitoring. attuned to management of telecommuting
Nevertheless, telecommuting is not unknown in jobs— workers.
even HR jobs—that do not fit this mold.  Increased technology costs and potential
security vulnerability.
Telecommuting has become a widely accepted  Dealing with workers disgruntled because they
practice, and most organizations that do permit it are not permitted to telecommute.
develop metrics to track their return on investment.
Telework often includes these three different types:  Hoteling

 Regular, recurring telework, such as an Hoteling is a practice associated with telecommuting. It

employee spending every workday or regularly involves having telecommuters reserve an office or
scheduled workdays working from a home workstation for their in-office days in lieu of assigning
office or other remote office. them a permanent work space. Hoteling can cut the
 Brief, occasional telework, such as an organization's office space requirements and reduce
employee writing a report or preparing a costs.
spreadsheet from a home office after hours or
on weekends, or just working from home to
avoid interruptions. SUMMARY
 Temporary or emergency work, such as
working from home to ensure business  Job analysis is the process of studying a job to
continuity during inclement weather, a natural determine which activities and responsibilities
disaster or an event such as a political it includes, its relative importance to other jobs,
convention that causes significant traffic and the qualifications necessary for performance of
parking disruptions. the job and the conditions under which the
work is performed. An important concept in job
Opportunities. Companies that give their workers the analysis is that the job, not the person doing
option of telecommuting report its benefits in greater the job, is assessed, even though human
productivity, lower costs, more options for finding and resources (HR) may collect some job analysis
retaining qualified staff, and improved employee data from incumbents.
health,  HR uses the job analysis output to develop a
job description and job specifications. The job
Challenges. Despite its utility in a variety of situations, description summarizes and organizes the
telecommuting does present challenges to both information for the organization's job-related
employers and employees. Among the possible actions. Generally, the job description and
negatives for employees are: specifications are combined but
compartmentalized to enable independent
 Being out of the day-to-day flow of information. updating as needed.
 Being away from the hub of activity in terms of  Job analysis information can also be used as a
office politics, management and intellectual basis for selecting or developing employment
ferment. assessments that measure the most critical
tasks or KSAs. Some assessments involve
 A negative impact on career advancement and
work samples that simulate job tasks and
perception that employees away from the
require candidates to demonstrate that they
office are not as available as those working in
can perform these tasks effectively.
a traditional office setting.
 There are several types of schedule flexibility:
 Distraction by spouse, children, pets and
flextime, compressed workweek, shift work,
others in the workspace.
part-time schedules, and job-sharing.
 A heightened feeling of being "owned" by the
organization, in that the company now has a
virtual presence in the employee's home. MODULE 6 – RECRUITMENT
 An expectation to be available outside of
"normal" business hours.
Recruitment Alberta, 80% of employees own stock in the company
3. Reinforce value proposition in communication
Recruitment is an human resource management
- Example: An integrated marketing approach to
practice of tracing and enticing probable hires from a
internal and external
pool of job seekers. The company starts by notifying
communication should use various channels, such as
job seekers about the qualifications needed to match
television, radio, print,
the job and the personal and professional
websites, social media, and so on
advancements they can offer. Decisions whether to
McDonalds uses focus groups to identify the interests
recruit from within or externally depends on the
of one of their target markets for
company’s culture and recruitment objectives.
recruitment (young people)
Recruitment – the process of searching out and They focus on flexible hours, uniform choices,
attracting qualified job applicants scholarships, and discount cards to support its
- A Watson Wyatt study found that organizations with value and their proposition slogan “We take care of
superior recruiting practices our employees”
financially outperform those with less effective Their proposition is communicated in multiple ways
programs and that successful recruiting is such as through television ads and a
a strong indicator of higher shareholder value recruiting website
- Authority for recruitment is generally delegated to With the right branding strategy, job seekers line up
HR staff members, except in small to apply for job, a successful brand results in
businesses where line managers usually recruit their people wanting to work for that company
own staff
Recruiter - A specialist in recruitment whose job is to
find and attract capable candidates The Recruitment Process Steps:
- Recruiters are becoming more critical to achieving an 1. Identify Job Openings:
organizations strategic objectives - HR planning/ strategic plan
as competition for the employees necessary for - Employee resignations/ terminations
strategy implementation increases due to - HR plans play a vital role in the identification
the growing talent shortage process because they indicate
Employer Branding – the image or impression of an present and future openings and specify which
organization as an employer based on the should be filled internally and
perceived benefits of being employed by the externally
organization 2. Specify Job Requirements
- The employer’s “brand” or reputation will impact - From job description/ job specification
recruiting success 3. Select Methods of Recruitment
- Employer branding involves defining the target - Internal
audience, developing the value - External
proposition, and reinforcing the value proposition in - There are a number of factors that can make one
corporate communications choose which is the most
There are 3 steps of employer branding: appropriate technique to recruit
1. Define the target audience 4. Generate Pool of Qualified Applicants
- Example: The target group may be one of the four - Requirements of employment equity legislation
generations in today’s and the organization’s diversity
workforce, the underemployed, or the four goals should be reflected in the applicant pool
employment equity groups A recruiter must be aware of constraints affecting
2. Develop the employee value proposition the recruitment process to be successful in his
- Example: Loblaw and Fairmont Hotels offer potential or her job
employee the opportunity Constraints arise from organizational policies,
to participate in “green” environmental initiatives. At such as promote-from-within policies, which
PCL Construction of mean that a recruiter cannot start recruiting
externally for a specific period, even if there are
no
suitable internal candidates
Constraints also arise from compensation policies,
since they influence the attractiveness of the
job to potential applicants
If there is an employment equity plan, it will
specify goals for increasing recruitment from the
designated groups
Monetary and nonmonetary inducements offered
by competitors impose a constraint, since
recruiters must try to meet the prevailing
standards of the company or use alternative
inducements
The labour supply in certain sectors of the
economy can also serve as a constraint on the
recruiting activity
Applicant Tracking System (ATS) - a system that
codes and logs data in the recruitment process
- They provide an efficient mean of collecting
verifiable historical data from each
candidate in a standardized format
i. It usually includes information about education,
prior work history, and
other job-related skills
- The online applications reduce the risk of lost
resumes, and increases the
exposure level of the job ad and minimizes he
likelihood of biases associated with
other forms of face-to-face recruitment
- Online application forms can also result in a
large number of applicants, which
can put pressure on the staff to manage the high
volume
Human Resources Information System (HRIS) – a
software that can be extremely useful here for
automatically coding and storing applicants,
which allows HR professionals to search through
the applicants using specified search functions
- The HRIS can also pre-screen applicants against
predetermined criteria, which
provides an automated shortlist of qualified
candidates
- This reduces the need for HR staff to screen
resumes, but increases the
importance of the content of the resumes and
validity of the pre-screening criteria